Chapter 4: Participative Leadership, Delegation, and Empowerment

Multiple Choice

Which of the following decision procedures would be characterized by a manager who asks other people for their opinion and ideas, then makes the decision alone?

autocratic

consultation

joint decision

delegation

2.  Under which of the following decision procedures would other people have the greatest influence?

autocratic

consultation

joint decision

delegation

3.  Which of the following is most accurate regarding the research conducted on participative leadership by Bragg and Andrews (1973)?

participative leadership did not influence attendance

participative leadership did not influence productivity

participative leadership was not effective with the nursing staff

after three years, the hospital returned to an autocratic leadership style

4.  Which of the following was NOT given as a potential limitation of research on participative leadership?

it is difficult to modify a manager's participative leadership style

it is difficult to measure the different types and levels of participation

it is difficult to isolate the effects of participation

it is difficult to incorporate situation variables

5.  According to the normative decision model, if a manager were to share a problem with their subordinates, obtain collective ideas and suggestions, and then make the decision themselves; they would be using which of the following decision procedures?

AII

CI

CII

GII

6.  According to the normative decision making model, the decision procedure directly effects which of the following?

unit/team performance

the amount of disagreement among subordinates with respect to their preferred alternatives

whether the decision is important or trivial

decision acceptance

7.  Which of the following would be most accurate regarding the Vroom-Yetton (1988) extension of the Vroom-Jago (1973) normative decision model?

fewer situational variables were included in the model

the model became so complex that it was no longer practical

the new model added severe time constraints as an outcome variable

the decision procedures were simplified to incorporate only a yes-no answer to situational variables

8.  Which of the following would NOT be considered effective for encouraging participation?

listen to the dissenting view without getting defensive

show appreciation for suggestions

look for ways to build on ideas and suggestions

do not limit participation by taking notes

9.  Which of the following is most important when deciding what to delegate?

delegate tasks that a subordinate can easily accomplish

delegate tasks that are central to the manager's role

delegate tasks that are urgent and have a high priority

delegate tasks that the manager does not enjoy completing

10.  In the Alvis Corporation case, Kathy should have used which of the following decision procedures when dealing with the decision involving production standards?

Tyrannical

Consultative

Group

Autocratic

Chapter 4: Participative Leadership, Delegation, and Empowerment

True or False

1.  In general, there is agreement on the optimal number of decision procedures.

TRUE

FALSE

2.  A manager would be using a joint decision procedure if the manager meets with others to discuss the decision problem and they make the decision together.

TRUE

FALSE

3.  According to the causal model of participative leadership, the decision procedure directly effects the quality of the decision.

TRUE

FALSE

4.  After more than 40 years of research, the results consistently indicate that increased participative leadership leads to increased satisfaction and performance.

TRUE

FALSE

5.  According to the Vroom and Yetton model of decision procedures, there are five distinct decision procedures.

TRUE

FALSE

6.  In general, the normative decision model has received empirical support.

TRUE

FALSE

7.  Participative leadership should be used if the manager has the necessary knowledge and is confident that the subordinates will accept the decision.

TRUE

FALSE

8.  When you delegate authority, you are also delegating accountability.

TRUE

FALSE

9.  When delegating, it is important to take back a task when the subordinate is having difficulty completing the task.

TRUE

FALSE

10.  A manager can increase psychological empowerment by developing complex and non-routine tasks for employees.

TRUE

FALSE

Chapter 5: Dyadic Role-Making Theories and Followership

Multiple Choice

1.  Dyadic role-making theories are concentrated at which of the following levels of analysis?

intra-individual level

between a leader and another individual

between a leader and a group or team

between a leader and an organization

2.  According to LMX theory, which of the following would be consistent with someone in a low-exchange relationship?

only required to comply with formal role requirements

more likely to be committed than someone with a high-exchange relationship

more likely to have a greater amount of work that someone with a high-exchange relationship

more likely to be mentored than someone with a high-exchange relationship

3.  Which of the following is a common criticism of LMX theory?

most leaders treat all subordinates the same

the theory does not have a standard measurement instrument

there is low agreement between leader and subordinate ratings of LMX.

research on the theory stopped in the early 70s.

4.  If a manager is dependent on the subordinate and the subordinate makes a mistake, the manager is more likely to attribute the poor performance to which of the following?

internal effort

internal ability

external problems

resistance

5.  Under which of the following situations would a subordinate be considered to be using a self-promotion form of proactive impression management?

doing a personal favor

expressing agreement with the person's major ideas

making excuses or apologizing for poor performance

arriving at work early

6.  Which of the following would NOT be considered a generally effective way to deal with performance deficiencies?

try to avoid attribution bias

describe the deficiency in very general terms

ask the person to suggest remedies

express confidence in the individual

7.  Which of the following would NOT be considered a guideline for becoming an effective follower?

resist upward coaching and counseling

support leader efforts to make necessary changes

keep the boss informed about your decisions

take the initiative to deal with problems

8.  Which of the following is a cognitive strategy for self-management?

self-reward

self-monitoring

cue modification

mental rehearsal

9.  Which of the following would be the least likely outcome from empowering employees?

reduced administrative costs

faster resolution of local problems

less time spent on joint activities

stronger task commitment

10.  In the American Financial Corporation Case, which of the following would most likely have been the correct attribution for Don's performance deficiency?

internal effort

internal ability

external problems

resistance

1.  Most early theories of leadership behavior did not consider how a leader's behavior would vary across subordinates.

TRUE

FALSE

Chapter 5: Dyadic Role-Making Theories and Followership

True or False

2.  According to the initial version of LMX, an exchange relationship with a subordinate was developed very early and remained constant.

TRUE

FALSE

3.  According to LMX theory, a high-exchange relationship has benefits for both manager and employee.

TRUE

FALSE

4.  According to Green and Mitchell's (1979) two-stage attribution model, managers try to determine the cause of the performance in the second stage.

TRUE

FALSE

5.  Impression management can be used for either defensive or proactive techniques.

TRUE

FALSE

6.  When describing a deficiency to a subordinate, it is important to use general criticisms instead of specific examples of performance deficiencies.

TRUE

FALSE

7.  To be effective as a follower, the follower must be willing to risk the displeasure of the leader.

TRUE

FALSE

8.  Cue modification is an effective cognitive strategy for self-management.

TRUE

FALSE

9.  Looking for ways to replace destructive thoughts with positive ones is an example of mental rehearsal.

TRUE

FALSE

10.  In the American Financial Corporation case, Betty does an excellent job of correctly attributing the reasons for Don's poor performance.

TRUE

FALSE

1.  Which of the following influence processes would best explain why the target person becomes committed to support and implement proposals espoused by the agent because they appear to be intrinsically desirable and correct in relation to the target's values, beliefs, and self-image?

instrumental compliance

internalization

personal identification

resistance

2.  According to French and Raven's (1959) taxonomy of power types, which of the following would be classified as a form of position power?

information power

ecological power

expert power

coercive power

3.  Which of the following would be least effective when using legitimate power?

insist on compliance if necessary

circumvent proper channels if necessary

follow up to verify compliance

make polite and clear requests

Chapter 6: Power and Influence

Multiple Choice

4.  According to the Social Exchange Theory (Hollander, 1958; and Jacobs, 1970) power is maintained and developed by which of the following?

accumulating idiosyncratic credits

demonstrating expertise in coping with important problems

maintaining centrality of the subunit within the work flow

possessing unique expertise

5.  Rational persuasion, as an influence behavior is most representative of which of the following?

telling someone of the potential benefits for them from following your request

indicating that the target person is the best person for the job

asking the person to complete the task as a personal favor

explaining to someone the potential benefits for the organization from following your request

6.  When someone seeks the aid of others to persuade the target to do something, they are most likely using which of the following forms of influence behavior?

consultation

coalition

collaboration

legitimating

7.  Which of the following influence tactics is least likely to result in target commitment?

rational persuasion

inspirational appeals

apprising

collaboration

8.  Which of the following influence tactics is more likely to be used laterally as compared to downward?

rational persuasion

pressure

inspirational appeals

personal appeals

9.  If you were unsuccessful with an initial influence attempt, you would be most likely to use which of the following in a follow-up attempt?

ingratiation

rational persuasion

consultation

coalition

10.  In the Restview Hospital case, what was the main type of power that Jack had over Mary?

expert

referent

legitimate power

1.  Influence is the essence of leadership.

TRUE

Chapter 6: Power and Influence

True or False

FALSE

2.  Power involves the rights, prerogatives, obligations, and duties associated with particular positions in an organization or social system.

TRUE

FALSE

3.  Delaying action in the hope that the agent will forget about a request is actually a form of resistance.

TRUE

FALSE

4.  Expert power would be considered a form of position power.

TRUE

FALSE

5.  To preserve equity when offering rewards, it is important to offer everyone the same type of rewards.

TRUE

FALSE

6.  When using coercive power it is sometimes important to establish credibility by demonstrating that you will use punishment and have the ability to cause unpleasant consequences for the target person.

TRUE

FALSE

7.  Social exchange theory explains how some organizational subunits gain or lose power to influence important organizational decisions.

TRUE

FALSE

8.  An agent would be described as using collaboration if they offer ways to reduce the cost of compliance for the target.

TRUE

FALSE

9.  Rational persuasion is more likely to be used in a lateral direction than in an upward direction.

TRUE

FALSE

10.  Ingratiation is most frequently used for initial requests as compared to follow-up attempts.

TRUE

FALSE

personal power