11.

________ is the process by which a person exerts influence over others and inspires,
motivates, and directs their activities. C) Leadership

12. Aileen helps the organization succeed by motivating and inspiring her peers to work together
toward team goals. Aileen is known as a(n) D) leader

13. ________ are those organization members who establish and implement procedures and
processes to ensure smooth functioning and are accountable for goal accomplishment. E)
Managers

14. What type of leaders share power with followers and strive to ensure that the well-being of
others is enhanced? C) servant leaders

15. A servant leader is most likely to E) focus on listening to and motivating subordinates

16. Effective leadership styles A) vary with individual, culture, and country

17. Morton hires new employees, assigns them work, and monitors their performance. What
type of power does Morton use? B) legitimate

18. When Marta sold a property that had been on the market for a considerable length of time,
Daniel gave her a commission bonus. What type of power was Daniel using? C) reward

19. To leverage reward power effectively, a manager should D) base rewards on performance
and use them to motivate employees to do the best they can

20. Sienna was dissatisfied with Jenna's contribution to the team project, so Sienna exercised her
________ power by withholding part of Jenna's bonus. E) coercive

21. Coercive power C) can have negative effects and should be used sparingly

22. Kris has considerable influence within her team due to her many years of experience and past
track record of leading projects to success. Kris can be said to have ________ power. C)
expert

23. To best leverage expert power, a leader should B) leverage his or her expertise to guide or
coach others

24. Nan has extensive experience in ergonomic product design. Though she is not a manager, she
is often called on by product managers to offer advice on ergonomic features for new
products. It can be said that Nan has ________ power. E) expert

25. ________ power comes from the respect, admiration, and loyalty that subordinates have for
a leader. D) Referent

26. ________ power is more informal than other kinds of power and is associated with the
personal characteristics of a leader. D) Referent

27. Sonia is an office manager and makes time to connect personally with each of her employees
and show care and concern for their well-being. Sonia is enhancing her ________ power. D)
referent

28. Chris's subordinates think very highly of his leadership and work ethic, resulting in low
attrition and high performance within the group. Chris has cultivated a high level of ________
power. C) referent
 29. As a manager who has significant referent power, Darlene is likely A) used as a role model by
many of her employees

30. Legitimate, referent, and coercive are specific types of leadership D) power

31. An effective manager would be most likely to E) acknowledge employees' accomplishments

with rewards

32. To be effective as a manager, one should use coercive power A) sparingly because it can
cause employees stress

33. Workers at an automobile assembly factory can discard parts that do not meet quality
standards without needing the permission of a manager first. This is an example of A)
employee empowerment

34. Servers at a popular restaurant are able to offer dissatisfied customers a free dessert without
prior approval by the shift supervisor. This is an example of A) employee empowerment

35. An important characteristic of empowerment is that it C) gives managers more time to

concentrate on other important concerns

36. Wilson is expected to work 40 hours each week, be in the office for critical meetings, and to
meet all agreed-upon deadlines. His manager, however, allows him to work flexible hours that
best fit his personal commitments. This is an example of C) employee empowerment

37. The ________ model of leadership is based on the premise that effective leaders possess
personal qualities or skills that set them apart from ineffective leaders. D) trait

38. The trait model of leadership determined that A) possessing the identified traits did not
guarantee leadership effectiveness

39. ________ are the two basic leader behaviors identified by the behavior model of leadership.
E) Consideration and initiating structure

40. When Gillian shows that she cares for her employees and takes action to help them enjoy
their work, she is engaging in ________ behavior. B) consideration

41. According to the behavior model of leadership, an example of consideration behavior would
be A) acting on employee concerns

Excessive use of ________ power tends to be ineffective and can cause dangerous working
conditions. C) coercive

73. What is one reason why female managers may be more participative as leaders? A) They face
more resistance from their subordinates than men.

74. A high level of ________ may help leaders develop a vision for their organizations, motivate
their subordinates to commit to this vision, and energize them to enthusiastically work to
achieve this vision. A) emotional intelligence

75. Recognizing, admitting, and learning from mistakes are characteristics of a leader with A)
high emotional intelligence.

76. According to the path–goal theory, achievement-oriented behaviors B) motivate

subordinates to perform at the highest level possible.
77. In a transformational environment, managers engage in ________ by sharing information and
motivating subordinates to take responsibility and not treat problems as "management
issues" beyond their concern. A) intellectual stimulation

78. Leadership substitutes can A) increase organizational efficiency.

79. According to Fiedler's contingency model, ________ leaders worry more about whether
subordinates like them. C) relationship-oriented

80. Two managers are asked to describe the characteristics of an employee who has been
struggling to perform well in the organization. According to Fiedler's contingency model, why
might one manager view the employee in a more positive light than the other manager? A)
The positive manager is more relationship-oriented.

81. According to Fiedler, ________ is the extent to which subordinates trust and are loyal to their
superior. C) leader–member relations

82. In general, female managers tend to D) be more participative than male managers.

83. Aileen helps the organization succeed by motivating and inspiring her peers to work together
toward team goals. Aileen is known as a(n) D) leader

84. According to the behavior model of leadership, an example of consideration behavior would
be A) acting on employee concerns

85. What type of leaders share power with followers and strive to ensure that the well-being of
others is enhanced? C) servant leaders

86. When Marta sold a property that had been on the market for a considerable length of time,
Daniel gave her a commission bonus. What type of power was Daniel using? C) reward

87. To leverage reward power effectively, a manager should D) base rewards on performance
and use them to motivate employees to do the best they can

88. The trait model of leadership determined that A) possessing the identified traits did not
guarantee leadership effectiveness.

89. According to Fiedler's contingency model, ________ leaders worry more about whether
subordinates like them. C) relationship-oriented

90. According to Fiedler's contingency model, ________ is the extent to which subordinates trust
and are loyal to their superior. C) leader–member relations

91. In a transformational environment, managers engage in ________ by sharing information and

motivating subordinates to take responsibility and not treat problems as "management
issues" beyond their concern. A) intellectual stimulation

92. Recognizing, admitting, and learning from mistakes are characteristics of a leader with A)
high emotional intelligence.

93. A high level of ________ may help leaders develop a vision for their organizations, motivate
their subordinates to commit to this vision, and energize them to enthusiastically work to
achieve this vision. A) emotional intelligence
94. Managers who effectively influence their subordinates to achieve goals without making
dramatic changes are engaging in ________ leadership. A) transactional

95. Leaders who are high in emotional intelligence are more likely to A) encourage employees to
be creative.

96. According to the path–goal theory, achievement-oriented behaviors B) motivate

subordinates to perform at the highest level possible.

97. Leadership substitutes can A) increase organizational efficiency.

98. According to Fiedler's contingency model, ________ leaders worry more about whether
subordinates like them. C) relationship-oriented

99. According to the behavior model of leadership, an example of consideration behavior would
be A) acting on employee concerns

74. Empowering employees often leads to A) increased employee motivation

and commitment.
75. The lack of a consistent relationship between leader traits and leader
effectiveness led to the development of A) behavior model.
76. Leaders engage in ________ when they take steps to make sure that work gets
done and employees perform their jobs sufficiently. A) initiating structure
77. ________ models of leadership consider the situation or context within which
leadership occurs. B) Contingency
78. Julianna regularly reminds her team members of the purpose of their work and
why they are important to the organization. She also keeps them focused on
their own needs for personal growth and accomplishment. Julianna's ________
leadership style motivates the team to work for the good of the organization.
C) transformational
79. Aaron has a new idea, and he has been able to inspire his team members to
support his vision. This is an example of ________ leadership. D) charismatic
80. In a collectivist culture, such as in Japan, managers tend to be E) task-
oriented.
81. Men tend to be stereotyped as being A) directive.
82. Jack is a skilled strategist and negotiator, and his team readily trusts his
judgment regarding how to pursue and acquire company resources. Jack
demonstrates ________ power. D) expert
83. ________ is a valuable leadership trait that allows managers to avoid acting
selfishly, control their feelings, and admit when they have made a mistake. A)
Maturity
84. What helps explain the reality that two managers who each possess similar
traits and behaviors may not be equally effective leaders in all situations? E)
contingency models of leadership