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| 1 | |
A manager exercises reward power: |
| | A) | when she fires a salesperson who can’t reach the targets set for the month. |
| | B) | when she hires employees for the department. |
| | C) | when she delegates a project to a subordinate with technical knowledge and skills. |
| | D) | when she denies a subordinate a raise due to poor performance. |
| | E) | when her subordinates look up to the manager because she is positive and encouraging in her dealings with subordinates. |
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| 2 | |
Don, the store manager, who has been with the company for over twenty years, has earned a substantial amount of referent power. As a result of this type of power, Don: |
| | A) | can downsize his department by letting go of some employees. |
| | B) | can assign subordinates their work and monitor their performance periodically. |
| | C) | has considerable influence over his subordinates because Don is considered an expert. |
| | D) | can reward bonuses when his subordinates perform exceptionally well. |
| | E) | has earned the respect and admiration of his subordinates, so they are willing to work overtime on a particular project. |
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| 3 | |
The result of a company implementing empowerment is: |
| | A) | that only leaders and supervisors have the authority to make decisions. |
| | B) | that subordinates can only participate in decisions affecting themselves. |
| | C) | a decrease in worker involvement, motivation, and commitment. |
| | D) | management spending more time on day-to-day supervision. |
| | E) | that managers will be able to get more things done. |
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| 4 | |
When leaders take steps to make sure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective, the leaders are engaging in ____. |
| | A) | consideration |
| | B) | empowerment |
| | C) | intellectual stimulation |
| | D) | initiating structure |
| | E) | developmental consideration |
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| 5 | |
A manager is utilizing achievement-oriented managerial behavior when managers: |
| | A) | ask subordinates for their opinions in decisions affecting them. |
| | B) | express concern for their subordinates’ welfare. |
| | C) | set challenging goals for subordinates. |
| | D) | focus on building a relationship with subordinates. |
| | E) | show subordinates how to complete tasks. |
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| 6 | |
According to House’s path-goal theory, supportive behaviors involve: |
| | A) | setting goals and assigning tasks. |
| | B) | expressing concern for subordinates. |
| | C) | taking concrete steps to increase performance. |
| | D) | motivation of subordinates to perform at the highest level. |
| | E) | giving subordinates a say in matters and decisions. |
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| 7 | |
A leader is utilizing the leader substitutes model when: |
| | A) | leadership is necessary even though substitutes for leadership is present. |
| | B) | a well-defined management role is essential for organizational effectiveness. |
| | C) | members of an organization cannot perform at a high level without a manager exerting influence over them. |
| | D) | managers do not contribute to organizational performance, so leadership is necessary. |
| | E) | managers empower their subordinates, so the need for leadership influence is reduced. |
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| 8 | |
With transformational leaders, ___. |
| | A) | they motivate employees to work for their own personal gain |
| | B) | they intellectually stimulate subordinates |
| | C) | their emphasis on customer service |
| | D) | they rely heavily on reward and coercive power |
| | E) | they do not engage in developmental consideration |
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| 9 | |
The behavior a leader engages in to make followers aware of problems and view these problems in new ways, consistent with the leader’s vision is: |
| | A) | empowerment. |
| | B) | satisficing. |
| | C) | intellectual stimulation. |
| | D) | developmental consideration. |
| | E) | position power. |
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| 10 | |
Stacy, a sales manager, is engaging in developmental consideration when she: |
| | A) | tries to be fair about giving her subordinates time off for personal or family reasons. |
| | B) | sets her team sales targets high in an attempt to become the top-performing sales team in the company. |
| | C) | enrolls her subordinate Janice in a management training program because she feels that Janice has the skills to be a good manager. |
| | D) | only picks the best employees to be on her team, and ensures that they quickly learn the skills needed to perform their tasks. |
| | E) | carefully monitors her subordinates’ performances and notifies them when their performance is beginning to suffer. |
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