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 VroomYetton (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

Chapter 5: Dyadic Role-Making Theories and Followership

True or False

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 selfmanagement. 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

Chapter 6: Power and Influence

Multiple Choice

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

Chapter 6: Power and Influence

True or False

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

personal power