1.

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

1. Incorrect 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? Your answer: autocratic The correct answer: consultation

INCORRECT. An autocratic decision procedure would have the manager asking for the opinions of other people. 2. Incorrect Under which of the following decision procedures would other people have the greatest influence? Your answer: autocratic The correct answer: delegation INCORRECT. An autocratic decision would be rated as having the lowest amount of influence from others. 3. Incorrect Which of the following is most accurate regarding the research conducted on participative leadership by Bragg and Andrews (1973)? Your answer: participative leadership did not influence attendance The correct answer: participative leadership was not effective with the nursing staff INCORRECT. Attendance in the experimental condition increased while attendance declined in the control group. The difference was statistically significant. 4. Correct Which of the following was NOT given as a potential limitation of research on participative leadership? Your answer: it is difficult to modify a manager's participative leadership style CORRECT. Several experiments have been successful in manipulating participative leadership style. 5. Incorrect 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? Your answer: AII The correct answer: CII INCORRECT. With an autocratic decision, the manager does not discuss the problem with subordinates. 6. Incorrect According to the normative decision making model, the decision procedure directly effects which of the following? Your answer: unit/team performance The correct answer: decision acceptance

INCORRECT. Unit/team performance is indirectly affected by the decision procedure. 7. Incorrect Which of the following would be most accurate regarding the Vroom-Yetton (1988) extension of the Vroom-Jago (1973) normative decision model? Your answer: fewer situational variables were included in the model The correct answer: the model became so complex that it was no longer practical INCORRECT. The new model added several new situational variables. 8. Incorrect Which of the following would NOT be considered effective for encouraging participation? Your answer: listen to the dissenting view without getting defensive The correct answer: do not limit participation by taking notes INCORRECT. In order to encourage continued participation, it is essential to not get defensive or angry. 9. Correct Which of the following is most important when deciding what to delegate? Your answer: delegate tasks that a subordinate can easily accomplish CORRECT. Delegated tasks should be challenging to a subordinate, but not so difficult that they are unlikely to complete the task successfully. 10. Incorrect In the Alvis Corporation case, Kathy should have used which of the following decision procedures when dealing with the decision involving production standards? Your answer: Tyrannical The correct answer: Consultative INCORRECT. A tyrannical (autocratic) decision is inappropriate when the decision quality is important and decision acceptance is not assured.

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

1. Incorrect In general, there is agreement on the optimal number of decision procedures. Your answer: TRUE The correct answer: FALSE INCORRECT. Although there is general agreement on four general procedures (e.g. autocratic, consultation, joint, and delegation), there has not been agreement on the optimal number of decision procedures. 2. Correct 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. Your answer: TRUE CORRECT. With a joint decision procedure, the manager has no more influence over the final decision than any participant. 3. Incorrect According to the causal model of participative leadership, the decision procedure directly effects the quality of the decision. Your answer: TRUE The correct answer: FALSE INCORRECT. The decision procedure indirectly effects decision quality. 4. Incorrect After more than 40 years of research, the results consistently indicate that increased participative leadership leads to increased satisfaction and performance.

Your answer: TRUE The correct answer: FALSE INCORRECT. Some research findings indicate improvements in satisfaction, effort, and performance, while others do not. 5. Correct According to the Vroom and Yetton model of decision procedures, there are five distinct decision procedures. Your answer: TRUE CORRECT. Although Vroom and Yetton classified decisions as autocratic, consultative, or group; they included two varieties of autocratic and consultative decision procedures (for a total of five decision procedures). 6. Correct In general, the normative decision model has received empirical support. Your answer: TRUE CORRECT. Although the model has several conceptual and practical weaknesses, the research on the model has been generally supportive. 7. Incorrect Participative leadership should be used if the manager has the necessary knowledge and is confident that the subordinates will accept the decision. Your answer: TRUE The correct answer: FALSE INCORRECT. If the manager has the information required to make the decision and the decision is likely to be accepted, it is not necessary to spend time and energy conducting a participative decision procedure. 8. Incorrect When you delegate authority, you are also delegating accountability. Your answer: TRUE The correct answer: FALSE INCORRECT. Although a decision has been delegated, the manager is still responsible for the subordinate's work activities. "You can delegate authority, but you can't delegate accountability!" 9. Incorrect When delegating, it is important to take back a task when the subordinate is having difficulty completing the task. Your answer: TRUE

The correct answer: FALSE INCORRECT. The manager should provide support and ask the subordinate for their impressions rather than engage in reverse delegation. 10. Correct A manager can increase psychological empowerment by developing complex and non-routine tasks for employees. Your answer: TRUE CORRECT. An employee's intrinsic motivation and self-efficacy can be improved by developing complex and non-routine tasks

CH NO 5 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 highexchange 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.IncorrectDyadic role-making theories are concentrated at which of the following levels of analysis? Your answer: intra-individual level The correct answer: between a leader and another individual INCORRECT. Intra individual theories focus on processes within a single individual.

2.CorrectAccording to LMX theory, which of the following would be consistent with someone in a low-exchange relationship? Your answer: only required to comply with formal role requirements CORRECT. Less trust and delegation is associated with members with a low-exchange relationship.

3.IncorrectWhich of the following is a common criticism of LMX theory? Your answer: most leaders treat all subordinates the same The correct answer: there is low agreement between leader and subordinate ratings of LMX.

INCORRECT. Most leaders deal with subordinates in a different way, dependent on the relationship, the situation, and the individual.

4.IncorrectIf 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? Your answer: internal effort The correct answer: external problems INCORRECT. An internal effort attribution is more likely when the manager feels that the subordinate has the ability but lacks motivation.

5.IncorrectUnder which of the following situations would a subordinate be considered to be using a self-promotion form of proactive impression management? Your answer: doing a personal favor The correct answer: arriving at work early INCORRECT. Doing a personal favor would be considered a form of ingratiation.

6.IncorrectWhich of the following would NOT be considered a generally effective way to deal with performance deficiencies? Your answer: try to avoid attribution bias The correct answer: describe the deficiency in very general terms INCORRECT. It is essential to avoid drawing conclusions about the reason for the performance deficiency until after all the facts have been gathered.

7.CorrectWhich of the following would NOT be considered a guideline for becoming an effective follower? Your answer: resist upward coaching and counseling CORRECT. It is actually a good idea to provide upward coaching and counseling, when appropriate.

8.IncorrectWhich of the following is a cognitive strategy for self-management? Your answer: self-reward The correct answer: mental rehearsal INCORRECT. Self-reward is a behavioral strategy.

9.IncorrectWhich of the following would be the least likely outcome from empowering employees? Your answer: reduced administrative costs The correct answer: less time spent on joint activities INCORRECT. Due to a reduction in "red tape," administrative costs are often less with empowerment.

10.IncorrectIn the American Financial Corporation Case, which of the following would most likely have been the correct attribution for Don's performance deficiency? Your answer: internal effort The correct answer: internal ability INCORRECT. Don was a dedicated worker and tried to get the task completed.

1.

Most early theories of leadership behavior did not consider how a leader's behavior would vary across subordinates. TRUE 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. Correct Most early theories of leadership behavior did not consider how a leader's behavior would vary across subordinates. Your answer: TRUE CORRECT. Different behaviors with different subordinates were largely ignored until work began on dyadic role-making theories and followership. 2. Incorrect According to the initial version of LMX, an exchange relationship with a subordinate was developed very early and remained constant. Your answer: TRUE The correct answer: FALSE INCORRECT. The model predicted that an exchange

relationship is developed over time. 3. Correct According to LMX theory, a high-exchange relationship has benefits for both manager and employee. Your answer: TRUE CORRECT. The manager benefits by having more committed and dedicated employees and the subordinates benefit by having more interesting and rewarding job duties. 4. Incorrect According to Green and Mitchell's (1979) two-stage attribution model, managers try to determine the cause of the performance in the second stage. Your answer: TRUE The correct answer: FALSE INCORRECT. In the second stage of the model, the manager tries to select the appropriate response to correct a problem. 5. Correct Impression management can be used for either defensive or proactive techniques. Your answer: TRUE CORRECT. Defensive tactics are used to justify poor performance, and proactive tactics are used to elicit respect and affection from others. 6. Incorrect When describing a deficiency to a subordinate, it is important to use general criticisms instead of specific examples of performance deficiencies. Your answer: TRUE The correct answer: FALSE INCORRECT. When dealing with correcting performance deficiencies, it is important to use specific behavior or specific examples of performance deficiencies. 7. Correct To be effective as a follower, the follower must be willing to risk the displeasure of the leader. Your answer: TRUE CORRECT. The follower may be developing a high level of mutual trust and respect by taking action that may lead to the leader's displeasure. 8. Incorrect Cue modification is an effective cognitive strategy for selfmanagement.

Your answer: TRUE The correct answer: FALSE INCORRECT. The effective cognitive strategies include positive self-talk and mental rehearsal. 9. Incorrect Looking for ways to replace destructive thoughts with positive ones is an example of mental rehearsal. Your answer: TRUE The correct answer: FALSE INCORRECT. Replacing destructive thoughts with positive ones is an example of positive self-talk. 10. Incorrect In the American Financial Corporation case, Betty does an excellent job of correctly attributing the reasons for Don's poor performance. Your answer: TRUE The correct answer: FALSE INCORRECT. Betty attributes the poor performance as a problem with internal effort, when most likely the problem is an internal ability problem.

CH no 6 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

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 personal power

1. Incorrect 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? Your answer: instrumental compliance The correct answer: internalization INCORRECT. With instrumental compliance the person carries out the requested action for the purpose of obtaining a tangible reward or avoiding punishment 2. Incorrect According to French and Raven's (1959) taxonomy of power

types, which of the following would be classified as a form of position power? Your answer: information power The correct answer: coercive power INCORRECT. Information power is classified as a form of position power, but it was not originally identified by French and Raven. 3. Incorrect Which of the following would be least effective when using legitimate power? Your answer: insist on compliance if necessary The correct answer: circumvent proper channels if necessary INCORRECT. If someone is not complying, it may be necessary to insist. If they are able to circumvent your authority, they will be less likely to comply in the future. 4. Correct According to the Social Exchange Theory (Hollander, 1958; and Jacobs, 1970) power is maintained and developed by which of the following? Your answer: accumulating idiosyncratic credits CORRECT. Idiosyncratic credits are accumulated by demonstration of good judgment. 5. Incorrect Rational persuasion, as an influence behavior is most representative of which of the following? Your answer: telling someone of the potential benefits for them from following your request The correct answer: explaining to someone the potential benefits for the organization from following your request INCORRECT. Telling someone of the potential benefits for them from following your request would be an example of apprising. 6. Incorrect 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? Your answer: consultation The correct answer: coalition INCORRECT. Consultation occurs when you ask someone else to suggest improvements to a proposal. 7. Incorrect Which of the following influence tactics is least likely to result in target commitment?

Your answer: rational persuasion The correct answer: apprising INCORRECT. Rational persuasion is generally considered a highly effective tactic. 8. Incorrect Which of the following influence tactics is more likely to be used laterally as compared to downward? Your answer: rational persuasion The correct answer: personal appeals INCORRECT. Rational persuasion is widely used in all directions. 9. Incorrect 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? Your answer: ingratiation The correct answer: coalition INCORRECT. Ingratiation is used most frequently in initial influence attempts. 10. Incorrect In the Restview Hospital case, what was the main type of power that Jack had over Mary? Your answer: expert The correct answer: legitimate power INCORRECT. Mary actually had the potential to have expert power. However, she did not exercise her expert power base.

1.

Influence is the essence of leadership.

TRUE 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

Submit for Grade

1. Correct Influence is the essence of leadership. Your answer: TRUE

CORRECT. To be effective as a leader, it is necessary to influence people to carry out requests, support proposals, and implement decisions. 2. Incorrect Power involves the rights, prerogatives, obligations, and duties associated with particular positions in an organization or social system. Your answer: TRUE The correct answer: FALSE INCORRECT. Authority involves the rights, prerogatives, obligations, and duties associated with particular positions in an organization or social system. 3. Correct Delaying action in the hope that the agent will forget about a request is actually a form of resistance. Your answer: TRUE CORRECT. Any action that does not result in at least compliance would be considered resistance. 4. Incorrect Expert power would be considered a form of position power. Your answer: TRUE The correct answer: FALSE INCORRECT. The forms of position power include: (1) legitimate; (2) reward; (3) coercive; (4) information; and (5) ecological. 5. Incorrect To preserve equity when offering rewards, it is important to offer everyone the same type of rewards. Your answer: TRUE The correct answer: FALSE INCORRECT. To effectively use rewards, it is important to provide rewards that are valued by the person being rewarded. Since different people value different types of rewards, you should structure the reward for the person. 6. Correct 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. Your answer: TRUE CORRECT. People will not respond to your threats to use

coercive power, it they do not believe that you are willing to use it. 7. Incorrect Social exchange theory explains how some organizational subunits gain or lose power to influence important organizational decisions. Your answer: TRUE The correct answer: FALSE INCORRECT. Social exchange theory explains how idiosyncratic credits are used to acquire and maintain power. 8. Correct An agent would be described as using collaboration if they offer ways to reduce the cost of compliance for the target. Your answer: TRUE CORRECT. With collaboration, the target offers to provide the resources necessary to make it easier for the agent to comply. 9. Incorrect Rational persuasion is more likely to be used in a lateral direction than in an upward direction. Your answer: TRUE The correct answer: FALSE INCORRECT. Rational persuasion is widely used in all directions. 10. Correct Ingratiation is most frequently used for initial requests as compared to follow-up attempts. Your answer: TRUE CORRECT. Ingratiation is most effective if used for an initial request.

1. Explain, in detail, the steps you would take if you decided to begin implementing participative decision-making in your organization. Be sure to discuss the process, as well as the type of decisions you would begin with and why. Explain the process of leader attribution about subordinate behavior. What are the possible results of inaccurate attributions by the leader. The Sporting Goods Store case provided an opportunity to examine the different influence tactics and how to use them. Explain what you would do to influence your subordinates if you were in a situation similar to Bill's (e.g. a manager with very little position power).