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Management
Q:
A recommended tactic for developing teamwork is to explain to a team that it has:
a. to produce good results or be downsized.
b. an urgent, constructive purpose.
c. implicit and vague expectations.
d. to meet the standards of a competent team.
Q:
Which of the following is true of a consensus leadership style?
a. The style relies on conforming to the majority opinion.
b. The style enhances the level of commitment by team members toward an idea.
c. The style gives utmost importance to an idea which comes from outside the group.
d. The style perceives that disagreements should be suppressed to reach a consensus.
Q:
A recommended way of being a model of teamwork is to:
a. share power with team members.
b. retain most of the power.
c. suppress conflicts for reaching a consensus.
d. limit interactions with teammates.
Q:
A major mechanism for developing teamwork is:
a. frequent informal communication among members.
b. personal goal setting.
c. the team leader occupying a position of power.
d. carefully following work procedures.
Q:
The teamwork tactic of "emphasizing pride in being outstanding" is based on the premise that:
a. every group has at least one standout performer.
b. very few groups can be outstanding.
c. most groups are especially good at some tasks.
d. a leader should be an outstanding performer.
Q:
Feeling competent to complete group tasks is known as group _____.
a. efficacy
b. ingratiation
c. debasement
d. consensus
Q:
Which of the following is a characteristic of group emotional intelligence?
a. Micromanagement is critical for group emotional intelligence.
b. All group members, except for the leader, have no roles to play in developing emotional intelligence.
c. A group leader has no role in the process of developing group emotional intelligence.
d. Group efficacy also contributes to group emotional intelligence.
Q:
In the context of teamwork, _____ directly states that collaboration is better than competition.
a. cooperation theory
b. authoritarian theory
c. libertarian theory
d. charismatic theory
Q:
Jacob is a team leader who recognizes that collaboration among members is essential to the success of his team. He should therefore first attempt to develop:
a. a feeling of competitiveness.
b. clearly defined reporting relationships.
c. trust between everyone on the team.
d. fear between everyone on the team.
Q:
A goal contained within a team mission statement should be:
a. incongruent with organizational objectives.
b. congruent with organizational objectives.
c. at a higher level than an organizational objective.
d. at a lower level than an organizational objective.
Q:
A study found that coaching and sense making by external leaders was more welcome when:
a. team members were weak and dependent.
b. team workloads were light.
c. the teams were about to be dispersed.
d. the teams faced disruptive conditions.
Q:
Crystal is an external leader of a team, so she:
a. is merely a part-time member of the team.
b. is paid from the headquarters budget.
c. is not paid for her services to the team.
d. supervises the team without being a member of the team.
Q:
Which of the following is a key leadership role in a team-based organization?
a. Building trust and inspiring teamwork
b. Facilitating and supporting the decisions made by members outside the team
c. Inspiring the team toward mastering political tactics
d. Establishing quality standards for each team member
Q:
In a team-based organization, a typical role for a leader is to:
a. facilitate and support team's decisions.
b. create an identity for all members of the team.
c. provide relaxation to the team members.
d. encourage self-actualization of team members.
Q:
A major characteristic of a team is:
a. submerging conflicts to reach a consensus.
b. common commitment.
c. ingratiation of its members.
d. self-actualization of its members.
Q:
A major factor in defining a team is that its members:
a. should submerge conflict to reach a consensus.
b. work under no stress.
c. set goals regularly.
d. must collaborate to achieve optimum results.
Q:
Positive leadermember exchanges tend to elevate the frequency of accidents because a leader is perceived as too easygoing rather than as a disciplinarian.
a. True
b. False
Q:
According to the leadermember exchange model, a leader usually treats all team members alike, regardless of grouping.
a. True
b. False
Q:
Outdoor and offsite training now includes a wide variety of activities including tightrope walking, gourmet cooking as a team, paintballing, and scavenger hunts.
a. True
b. False
Q:
Electronic brainstorming is an example of groupware.
a. True
b. False
Q:
In a full form of open-book management, employee representatives vote on the amount of compensation paid to top-level management.
a. True
b. False
Q:
In open-book management, workers are given information about the company's finances and strategy.
a. True
b. False
Q:
Freelancers, or members of the gig economy, are a huge part of modern virtual teams and can be a major benefit to many organizations if used correctly.
a. True
b. False
Q:
An e-leader relies heavily on information technology to accomplish the leadership aspects of his or her role.
a. True
b. False
Q:
An e-leader is accustomed to providing leadership to people who are in different physical locations.
a. True
b. False
Q:
Empowerment is fostered when a leader avoids micromanagement.
a. True
b. False
Q:
An effective way of getting team members committed to the consensus decision is to ensure that their voices have been heard.
a. True
b. False
Q:
Generation X managers, with their emphasis on information technology and speed, tend to be autocratic managers.
a. True
b. False
Q:
Frequent informal communication tends to detract from team development because team members are distracted from accomplishing work.
a. True
b. False
Q:
A group with emotional intelligence is most likely to have a strongly developed norm of teamwork.
a. True
b. False
Q:
It is not necessary for a leader to enable or empower group members to accomplish their work in order for a team-based organization to flourish.
a. True
b. False
Q:
All groups are teams, but not all teams are groups.
a. True
b. False
Q:
To qualify technically as a team, a work group must rely on collaboration if each member is to experience optimum achievement.
a. True
b. False
Q:
According to implicit leadership theories, one example of a leadership antiprototype would be _____.
a. intelligence
b. charisma
c. tyranny
d. violence
Q:
Implicit leadership theories deal mostly with personal assumptions:
a. about the type of leader most people would like to become.
b. leaders make about the capabilities of group members.
c. companies make about their leaders.
d. about the attributes of an ideal organizational leader.
Q:
In terms of exerting influence, the more position power a person has over another,:
a. less the need for being cautious in the use of influence tactics.
b. the more the need for being cautious in the use of influence tactics.
c. the more the need to consider an open door communication policy.
d. the less the need to consider an open door communication policy.
Q:
A guideline offered for the sequencing of influence tactics is to begin with a:
a. high-cost, high-risk tactic.
b. low-cost, low-risk tactic.
c. low-cost, high-risk tactic.
d. moderate-cost, moderate-risk tactic.
Q:
A rule of thumb offered for the sequencing of influence tactics is to:
a. first mirror the influence tactic of the other person, then try your own.
b. begin with the ethical, then shift to the unethical.
c. begin with the most positive, or least abrasive, tactic.
d. first be more serious, then move toward joking and kidding.
Q:
Co-opting antagonists is defined as:
a. assigning an ally to work as a spy for an opponent.
b. winning over opponents by making them part of your team.
c. encouraging your opponents to shop at an organic grocery store.
d. demoting an opponent.
Q:
If all of the following influence tactics were available to you in a given situation, which should you begin with?
a. Rational persuasion
b. Exchanging favors
c. Machiavellian techniques
d. Appeals to higher authority
Q:
To bring about organization change effectively, an executive is best advised to:
a. disregard the process of executive edit.
b. disregard cultural aspects while establishing the new reward system.
c. serve as a role model for the desired attitudes and behaviors.
d. focus more existing candidates than selecting new candidates.
Q:
When a top-level executive wants to influence a large number of employees, her or she will most likely:
a. attempt to change the organization culture.
b. use ingratiation with as many workers as feasible.
c. exchange favors with as many workers as feasible.
d. create the position of organizational change agent.
Q:
Joking or kidding is often used as an influence tactic when:
a. dealing with undermotivated people.
b. being direct might be interpreted as being too harsh.
c. dealing with people of higher rank.
d. a person wants to be unusually ethical and straightforward.
Q:
When ingratiation takes the form of well-deserved flattery or compliments, it is a _____ influence tactic.
a. negative
b. positive
c. mixed
d. exaggerated
Q:
A good example of ingratiation when dealing with a person you are trying to influence would be for you to:
a. praise that person lavishly.
b. ignore his or her first three demands.
c. mention your power contacts.
d. stretch the truth to look good.
Q:
Oscar engages in debasement when he tells the person he is trying to influence:
a. "You are well dressed today."
b. "Scientific evidence suggests that my position is correct."
c. "How important is your paycheck to you?"
d. "I may not be well informed, but here is my opinion."
Q:
An example of Machiavellianism would be for a manager to tell a group member that he must:
a. work every Saturday to be evaluated as a good team player.
b. accomplish goals that fit the company's strategic goals.
c. conform to company rules and regulations.
d. have lunch together to discuss a new software system.
Q:
At which of the following levels in an organization is hands-on leadership usually expected?
a. Managerial level
b. Shareholder level
c. Contract employee level
d. Levels below the executive category
Q:
Derek is a hands-on leader, so he is likely to:
a. put his arms around the shoulders of a group member.
b. answer his own email.
c. telephone his boss frequently.
d. get involved directly in solving customer problems.
Q:
Team play can be an influence tactic when a person:
a. develops a large network.
b. gets others to work as a team but is a solo player himself or herself.
c. is more concerned about collaboration than tough-mindedness.
d. behaves as an authoritarian leader.
Q:
The purpose of forming a coalition is to:
a. ingratiate yourself with other people.
b. combine your power with that of others.
c. impress others by the number of people in your network.
d. legitimize your requests.
Q:
An individual who has strong personal magnetism:
a. relies on formal authority to influence others.
b. influences others by breaking down their defenses.
c. is likely to draw a lot of enemies to him or her.
d. influences others by being captivating and charming.
Q:
An inspirational appeal is more likely to be effective when the influence agent:
a. pushes hard for his or her own agenda.
b. involves the workers in the change process.
c. disguises what he or she is attempting to accomplish.
d. mixes the inspirational appeal with a touch of Machiavellianism.
Q:
An important part of making an inspirational appeal is to:
a. display emotion genuinely as needed.
b. do favors for other people without asking for reciprocity.
c. form coalitions.
d. consult regularly with group members.
Q:
Nancy, a middle manager, wants to use the influence tactic of legitimating to improve quality within her unit. Nancy, therefore:
a. develops a large number of people within her network.
b. does favors for people so she can call on them later.
c. explains that top management wants quality improvements.
d. consults regularly with group members.
Q:
A recommended technique for exchanging favors is to:
a. build an initial relationship with him.
b. give the other person as much time as is feasible to comply.
c. explain why you are worthy of receiving special treatment.
d. limit your request to one, clear-cut option.
Q:
Which of the following influence tactics requires that the leader serve as a model for the desired behavior?
a. Exchanging favors and bargaining
b. Rational persuasion
c. Leading by example
d. Getting network members to support your position
Q:
A major moderating variable in the use of rational persuasion is the:
a. age of the organization.
b. number of organizational levels.
c. age of the influence agent.
d. credibility of the influence agent.
Q:
According to the model of power influence presented in the leadership text, the effectiveness of influence tactics is affected by _____.
a. strategies, rules, and procedures
b. aspirations, motivations, and skills
c. leader traits, leader behaviors, and the situation
d. consideration and initiating structure
Q:
The three outcomes of influence tactics are _____.
a. commitment, compliance, and resistance
b. power, skills, and outcomes
c. manipulation, ingratiation, and submission
d. empowerment, obedience, and concession
Q:
_____ is the most successful influence outcome.
a. Commitment
b. Compliance
c. Resistance
d. Debasement
Q:
A leader must acquire _____ in order to influence others.
a. a minimum percentage of the organization's shares
b. power
c. credibility
d. the vast majority of employees worry about job security.
Q:
As indicated by implicit leadership theories, two examples of leadership prototypes are tyranny and masculinity.
a. True
b. False
Q:
In the context of implicit leadership theories, personal assumptions about an ideal organizational leader develop through socialization and past experience with leaders.
a. True
b. False
Q:
A sensible approach of sequencing influence tactics is to begin with low-cost, low-risk tactics.
a. True
b. False
Q:
The lower position power an individual exerts over another, the less the need for being cautious in the use of influence tactics.
a. True
b. False
Q:
A recommended way of sequencing influence tactics is to begin with an abrasive tactic and then move toward a more positive tactic.
a. True
b. False
Q:
Leaders must behave in ways consistent with the values and practices they wish to see imitated throughout the organization.
a. True
b. False
Q:
A means to bring about change and ensure that a healthy corporate culture is maintained in the organization is to establish a punishment system that reinforces the culture.
a. True
b. False
Q:
Top-level leaders exert of their influence attempts in the direction of bringing about changes throughout the entire organization.
a. True
b. False
Q:
Good-natured kidding is especially effective when a straightforward statement might be interpreted as harsh criticism.
a. True
b. False
Q:
When using ingratiation as an influence tactic, the influence agent acts abrasively and aggressively toward the influence target.
a. True
b. False
Q:
To use debasement as an influence tactic, the influence agent might say, "I realize I'm not the brightest new manager in the company, so I really need your help."
a. True
b. False
Q:
An example of undue pressure is leaders using threats or warnings , when trying to get a job done by his subordinates.
a. True
b. False
Q:
A hands-on leader is typically task oriented.
a. True
b. False
Q:
The more powerful leaders are, the more they need to create a coalition.
a. True
b. False
Q:
To use personal magnetism as an influence tactic, the person strikes a bargain with the person to be influenced.
a. True
b. False
Q:
The outcome of influence tactics are not affected by the leader's personality traits.
a. True
b. False
Q:
Ayan, the newly appointed CEO, considers a series of steps to be implemented in the organization to bring about change and ensure the maintenance of a healthy corporate culture. Considering the various types of influence tactics, describe at least four steps that Ayan would most likely implement as a transformational leader.
Q:
Christy, a sales manager, believes in an optimal combination of "essentially ethical and honest" and "neutral" influence tactics to influence his team members. Create a pool of four influence tactics, out of which two are ethical and honest, and two are neutral, from which Christy can choose his influence strategy.