Q&A Hero

Q: _____, a transactional leadership behavior, consistently results in positive consequences in employee attitudes, such as job satisfaction, and employee behaviors, such as job performance. A. Coaching B. Listening C. Punishment D. Management-by-exception E. Contingent reward

Q: According to Bernard Bass, which of the following is an effective transactional leader behavior? A. Contingent reward B. Coaching C. Telling D. Inspirational appeal E. Coercion

Q: Transactional leadership: A. damages the trust relationship in an organization. B. provides a solid foundation for the employee-manager relationship. C. is only appropriate for seasoned, professional employees. D. grows on the foundation of transformational leadership. E. engages the full person of the leader and the follower.

Q: The foundation of great leadership is built on: A. emotional intelligence and attention to detail. B. integrity and determination. C. charisma and intelligence. D. task and relationship behaviors. E. supportive and encouraging behaviors.

Q: In laboratory experiments, Scott Allison and Dafna Eylon presented study participants with a written description of a man named Erik Sullivan. After providing a list of impressive accomplishments relating to Erik's role in building a successful company, the researchers manipulated one important piece of information and had half of the people respond to each story. What did the researchers change in the Erik Sullivan case to improve people's impressions of Sullivan? A. They reported Sullivan's age as 20 years younger. B. They reported on Erica, not Erik. C. They reported Sullivan as significantly overweight. D. They reported that Sullivan was deceased. E. They said Sullivan was more honest.

Q: What do scientific reviews of the Great Man theory of leadership indicate? A. Charisma remains the most important contributor to effective leadership. B. Personal traits are not relevant to leadership. C. Traits alone will not guarantee effective leadership. D. There is a strong association between traits and leadership effectiveness. E. Traits are good predictors of leadership effectiveness, rather than leadership emergence.

Q: R. Seshasayee of Ashok Leyland suggests that good leadership requires three essentials: A. time, personality, and energy. B. attention to detail, energy, and good subordinates. C. setting goals that seem impossible, communication, and example setting. D. communication, adequate resources, and good training. E. having a genetic predisposition, good emotional intelligence, and luck.

Q: With respect to leadership practices, R. Seshasayee of Ashok Leyland uses pink notes: A. to terminate employees. B. as recognition tools. C. for group assignments. D. to emphasize quality problems. E. to announce quarterly earnings.

Q: Which of the following is a common leadership myth? A. Leadership can be taught. B. Leadership can be learned. C. Leadership failure is due to exhibiting toxic behaviors. D. Leadership exists only at the top. E. Not all leaders are charismatic.

Q: A lack of inspired leadership has probably contributed to: A. sustained competitive advantage. B. failed careers. C. lower employee turnover. D. moderate production rates. E. hierarchical disintegration.

Q: Which of the following statements best compares leadership and management? A. Management can be considered as leadership in crisis. B. Effective managers influence people. Leaders only placate people. C. Leaders may not be in a managerial role, but effective managers are almost always effective leaders. D. Leadership is required for organizational success. Management is obsolete in modern organizations. E. Effective leaders work with large groups. Managers work with individuals.

Q: It is your company's responsibility to develop your leadership behaviors.

Q: Managing an internal project such as a company event or office renovation is an example of a job assignment that involves managing boundaries.

Q: Assuming additional responsibilities following a downsizing is an example of a job assignment that involves a high level of responsibility.

Q: Supervising the liquidation of products is an example of a job assignment that involves creating change.

Q: Action learning is a key feature of successful leadership development.

Q: Being the experienced member of a project team is an example of a job transition.

Q: Those with a mentor and a network of support are more likely to build leadership capacity early in their careers.

Q: 360-degree feedback can be a strong catalyst for a leader's personal growth.

Q: Great managers know that without intellectual stimulation, employees become cogs in the wheel.

Q: Research shows that providing individualized support can actually serve as a major buffer to employee stress and burnout.

Q: (p. 326) The Pygmalion effect is also called a self-fulfilling prophecy.

Q: Leader behaviors that demonstrate high-performance expectations are transactional.

Q: Great managers know that if they expect a lot out of people, they are likely to get it.

Q: Group goals have a self-managing feature.

Q: When a manager wants to increase his/her ability in articulating a vision, hr/she should preferably avoid the use of metaphors.

Q: "Organizational citizenship behavior" is a term used to describe the behaviors required to perform one's job.

Q: Transactional leader behaviors are the way to build a solid leadership foundation.

Q: Great managers follow the "hands-off" approach and let employees solve most of the problems.

Q: Transactional behaviors establish fairness in the workplace.

Q: Research has shown that management-by-exception consistently results in positive consequences in both employee attitudes and employee behaviors.

Q: Management-by-exception is generally consistent with the idea of contingent reward.

Q: Management-by-exception implies rewarding employees when they have done a good job.

Q: Building a strong LMX relationship is central to managerial effectiveness.

Q: Employees who have positive relationships with their leader are referred to as members of an elite group.

Q: Transformational leader behavior represents an exchange between the leader and follower.

Q: Great leadership is more about what one does than who one is.

Q: Leadership involves influencing people to attain goals not just by giving them directives, but also by supporting the employee.

Q: Intelligence and dominance are two of the personal traits that predict who will rise to the assigned position of leader.

Q: Personal traits are good predictors of leadership effectiveness.

Q: Management is a subset of effective leadership.

Q: Don owns and operates Don's House, a suburban restaurant in a large metropolitan area. He took Coogie, his assistant manager, to the monthly dinner meeting of the local restaurant owner's association. The restaurant owners take turns hosting the event, providing dinner for each other. Each restaurant shares a taste of some agreed upon menu item. Last month, Don's chicken salad was voted "the best chicken salad in town." So, tonight Don is supposed to share the recipe with the group at Harry's Harmony Palace. Next week, all member restaurants will feature "Don's chicken salad" as a menu special, with a footnote about Don's House. The free publicity practically guaranteed Don new visitors from all over town. Don and Coogie arrived early, going around the room. Other owners greeted Don warmly and congratulated him for the chicken salad and admired the picture of his new grandson, Don Jr. Don introduced Coogie to each one in turn, saying, "Coogie, this is [owner's name] from [owner's restaurant]. They have the best [something] in town. Coogie here perfected my chicken salad recipe!" Coogie did not remember any of the names, and had forgotten all his chicken salad stories by the time they finally sat down. Ray from "The Place in the Shade" won the onion soup competition. On the way home, Coogie commented, "That was terrific! You know everyone in town! How did this start? Whoever heard of sharing favorite recipes? They really liked my chicken salad, didn't they? Thanks, Don. I feel like I made some new friends tonight." Don commented, "Thank yourself, kid. It was your recipe. It was my pleasure to help you show it off. They are a great bunch of guys. Me and Ray started this, I guess, about 15 years ago, him on the east side and me out on the west. We'd run into each other at that little market downtown on Thursday mornings. Pedro, the market owner, introduced us one day. We started talking about business and stuff. Our kids were the same age, liked the same sports, that kind of stuff. People here don't try new places on their own. So, we hit on the idea of mentioning each other's restaurant to our steady customers, telling them to try something different once in a while. Pretty soon, the other guys started hanging out with us and we decided to do the dinner routine. We formed the association to put that little decal doodad in our front windows. Customers like that kind of stuff, you know. Want to come again next month? Maybe we can work on the names a little bit beforehand. I almost died laughing when you called Tubby Jones Sir.' That was terrific." Please refer to this scenario for the following question. Help Coogie build his power base, social network, and refine his influence tactics. What can he do before next month's association meeting? Should he go to the meeting? What should he do at the meeting? Student answers will vary, but Coogie should go to next month's association meeting. Questions about his long-term career goals may surface. Does Coogie want to be an owner someday? Don is grooming him, perhaps to be co-owner. Before the next meeting, he should work on the social network. He should follow up with everyone he met, a quick e-mail or phone call, asking how the chicken salad worked out or about any personal detail mentioned. Don will have to help him with the names. He also has to figure out how to remember names. A discussion of Levy's FACE system would be good at this point. Coogie needs to be more comfortable meeting people by that meeting. Furthermore, he needs to be up on onion soup and prepared to meet the chef. His power base at this point includes expert from the chicken salad and referent because he works for Don. Coercive should be avoided. If there is opportunity to become an associate member, he could join a committee, or do some work for the group. He needs to give to the organization what he can before he tries influencing. Students may have some interesting ideas - exchange or coalition would be reasonable places to start.

Q: Don owns and operates Don's House, a suburban restaurant in a large metropolitan area. He took Coogie, his assistant manager, to the monthly dinner meeting of the local restaurant owner's association. The restaurant owners take turns hosting the event, providing dinner for each other. Each restaurant shares a taste of some agreed upon menu item. Last month, Don's chicken salad was voted "the best chicken salad in town." So, tonight Don is supposed to share the recipe with the group at Harry's Harmony Palace. Next week, all member restaurants will feature "Don's chicken salad" as a menu special, with a footnote about Don's House. The free publicity practically guaranteed Don new visitors from all over town. Don and Coogie arrived early, going around the room. Other owners greeted Don warmly and congratulated him for the chicken salad and admired the picture of his new grandson, Don Jr. Don introduced Coogie to each one in turn, saying, "Coogie, this is [owner's name] from [owner's restaurant]. They have the best [something] in town. Coogie here perfected my chicken salad recipe!" Coogie did not remember any of the names, and had forgotten all his chicken salad stories by the time they finally sat down. Ray from "The Place in the Shade" won the onion soup competition. On the way home, Coogie commented, "That was terrific! You know everyone in town! How did this start? Whoever heard of sharing favorite recipes? They really liked my chicken salad, didn't they? Thanks, Don. I feel like I made some new friends tonight." Don commented, "Thank yourself, kid. It was your recipe. It was my pleasure to help you show it off. They are a great bunch of guys. Me and Ray started this, I guess, about 15 years ago, him on the east side and me out on the west. We'd run into each other at that little market downtown on Thursday mornings. Pedro, the market owner, introduced us one day. We started talking about business and stuff. Our kids were the same age, liked the same sports, that kind of stuff. People here don't try new places on their own. So, we hit on the idea of mentioning each other's restaurant to our steady customers, telling them to try something different once in a while. Pretty soon, the other guys started hanging out with us and we decided to do the dinner routine. We formed the association to put that little decal doodad in our front windows. Customers like that kind of stuff, you know. Want to come again next month? Maybe we can work on the names a little bit beforehand. I almost died laughing when you called Tubby Jones Sir.' That was terrific." Please refer to this scenario for the following question.

Q: Don owns and operates Don's House, a suburban restaurant in a large metropolitan area. He took Coogie, his assistant manager, to the monthly dinner meeting of the local restaurant owner's association. The restaurant owners take turns hosting the event, providing dinner for each other. Each restaurant shares a taste of some agreed upon menu item. Last month, Don's chicken salad was voted "the best chicken salad in town." So, tonight Don is supposed to share the recipe with the group at Harry's Harmony Palace. Next week, all member restaurants will feature "Don's chicken salad" as a menu special, with a footnote about Don's House. The free publicity practically guaranteed Don new visitors from all over town. Don and Coogie arrived early, going around the room. Other owners greeted Don warmly and congratulated him for the chicken salad and admired the picture of his new grandson, Don Jr. Don introduced Coogie to each one in turn, saying, "Coogie, this is [owner's name] from [owner's restaurant]. They have the best [something] in town. Coogie here perfected my chicken salad recipe!" Coogie did not remember any of the names, and had forgotten all his chicken salad stories by the time they finally sat down. Ray from "The Place in the Shade" won the onion soup competition. On the way home, Coogie commented, "That was terrific! You know everyone in town! How did this start? Whoever heard of sharing favorite recipes? They really liked my chicken salad, didn't they? Thanks, Don. I feel like I made some new friends tonight." Don commented, "Thank yourself, kid. It was your recipe. It was my pleasure to help you show it off. They are a great bunch of guys. Me and Ray started this, I guess, about 15 years ago, him on the east side and me out on the west. We'd run into each other at that little market downtown on Thursday mornings. Pedro, the market owner, introduced us one day. We started talking about business and stuff. Our kids were the same age, liked the same sports, that kind of stuff. People here don't try new places on their own. So, we hit on the idea of mentioning each other's restaurant to our steady customers, telling them to try something different once in a while. Pretty soon, the other guys started hanging out with us and we decided to do the dinner routine. We formed the association to put that little decal doodad in our front windows. Customers like that kind of stuff, you know. Want to come again next month? Maybe we can work on the names a little bit beforehand. I almost died laughing when you called Tubby Jones Sir.' That was terrific." Please refer to this scenario for the following question. Assume you have the requisite culinary skills. Would you work for Don? Talk about the influence tactics he uses and his professionalism.

Q: Julie is very active on Facebook and has many "Facebook friends." She is a recent college grad and is about to actively start job hunting. Of late, she has become alarmed with the rising number of candidates not being hired because of their Facebook profiles. Julie fears she might have to quit Facebook altogether. Advise her.

Q: As a newly promoted manager, you have been asked to introduce new hires to their co-workers in your group. How will you do this in a professional manner?

Q: You are a systems administrator responsible for maintaining the computer systems at your company. You suddenly realize there is a glitch in the system. If this problem is not rectified soon, it might lead to a disastrous computer system crash. You have a slightly "out-of-the-box" solution in mind. Since your boss is not as tech savvy as you are, you might have a hard time convincing him. Outline how you will communicate this issue to your boss.

Q: What is the psychological reactance theory?

Q: What is the key principle behind the social influence weapon of commitment and consistency? Explain with one example how this weapon can be used in an unethical way.

Q: Discuss how people are able to influence without any real legitimate or formal authority.

Q: Discuss the three possible outcomes of influence tactics. What are the most likely outcomes of the nine influence tactics?

Q: Describe any four of the nine most common influence tactics.

Q: Just out of college, Jack has already landed his dream job at a mobile app development company. Before joining, the HR manager briefed him that no written or official dress code exists in that company and he could wear what he likes. His hiring interviews did not take place in the company location and he has never been inside the workplace. Eager to make a good impression, Jack turns up in strict formal attire on his first day at work. He is met with "stares" and "sneers" from his new co-workers, who are all dressed in T-shirts and jeans. Which form of influence does this scenario illustrate? Why is it important to learn about this form of influence?

Q: You have just started on your new, high-profile job in Seattle. You landed the job mostly because of your expertise in a niche area of technology. Soon after joining, your boss gives you the responsibility of undertaking a project in your area of expertise. You start enthusiastically, but soon realize that the project will require substantial help and inputs from many of your new co-workers and their bosses. Your problem is that you do not know anyone in your workplace and you do not have any authority over the colleagues whose help you need. Which French and Raven's power bases will you be able to use? How do you plan to use them?

Q: Describe French and Raven's model of power bases. Which power base is often thought of as the most difficult to increase and why?

Q: Identify a few myths of power and influence.

Q: Which of the following statements is true of building a good social network? A. Needing help is a sign of weakness. B. Proactively seek reasons to contact the people in your network. C. Having a lot of Facebook friends implies having a large social network. D. In general, all people like to feel needed, but involving them in your personal network is likely to be an unwanted imposition. E. Building a social network to enhance your power and influence is a complex undertaking.

Q: Whenever George meets someone new at an investor's meeting, he immediately introduces (or tries to introduce) that person to three others. Which of Levy's name principles does George use? A. Repetition B. Focus C. Address D. Conversation E. Employ

Q: Much of your first business impression will be based on: A. clothing and handshake. B. background and references. C. expertise and language skills. D. writing skills and sense of humor. E. your protg and your age.

Q: Michael, a college registrar, has scheduled a meeting with Patricia, his supervisor, to talk about low-course enrollments for the next semester. Which of the following is the best opener for that meeting? A. "Hey, I saw you and your husband at the Club last weekend. Did you try the new ostrich special?" B. "What are we going to do about the lack of students for next semester? Recruiters are not trained and knowledgeable about our campus." C. "I think we should cancel 75 sections of courses for next semester. Most of the courses are not interesting to the students today. Required courses have steady enrollments." D. "Did you hear that Coach M had another heart attack? The team will probably be shaken up for the rest of the season." E. "I know we need to maintain an enrollment minimum of 12 students per section, and I have a preliminary schedule to address the enrollment shortage for next semester."

Q: When subordinates approach their managers, the best communication strategy starts with: A. knowing and expressing the strategic importance of the issue. B. engaging their manager in light, casual banter. C. addressing any cost or benefits involved. D. asking for the manager's input to any suggestions made. E. suggesting a problem solution to the manager.

Q: Jacob, while hiring a college placement counselor for his son, asked himself, "Is this authority truly an expert?" How did this question provide a defense against the social influence weapon of appeals to authority? A. It directed Jacob's attention to the symbols of authority. B. It helped his son challenge Jacob's authority. C. It defended Jacob's authority in this matter. D. It drew Jacob's attention to the reality of the authority status. E. It gave Jacob time to think about alternatives.

Q: James, Daniel, and Frank own an electronics shop, one-third each. James likes merchandise with snob appeal. Daniel wants to stock old, traditional items. Frank orders anything that is new. Which of the following weapons of social influence are the three trying to use? A. Pressure B. Reciprocity C. Appeals to authority D. Social proof E. Scarcity

Q: According to research, three kinds of symbols are most dangerous in creating artificial authority: They are: A. coercion, reward, and reference. B. titles, clothing, and automobiles. C. scarcity, reciprocity, pressure. D. hair, height, and age. E. money, name, and fame.

Q: Lucy receives a call from a cell phone marketer. The marketer starts with, "Don't you want to switch to Smart Networks? Your friends Tracy and Cindy did. They both said you would be interested in our options." Which social influence weapon was the marketer attempting to use on Lucy? A. Pressure B. Reciprocity C. Appeal to authority D. Social proof E. Scarcity

Q: Sandra trains consumers at a consumer awareness workshop titled, "Door-in-the-face." She prepares her students to guard against the social influence weapon of: A. friendship/liking. B. commitment and consistency. C. scarcity. D. social proof. E. reciprocity.

Q: Psychological reactance theory, in the context of social influence weapons, proposes that: A. if a manager lies to a subordinate, the subordinate feels free to lie to the manager. B. if a subordinate is not respectful toward a manager, the manager will not assign good tasks to that subordinate. C. if all of your friends like a movie, you will like it as well. D. whenever there is a threat of scarcity of gadgets, we want more variety than before. E. men choose to marry "the girl next door" because of the comfort and trust of shared backgrounds.

Q: Which of the following theories proposes that whenever free choice is limited, the need to retain our freedom makes us want it more than before? A. Psychological reactance theory B. Regulatory focus theory C. Self-determination theory D. Behavioral constraint theory E. Rational-emotive theory

Q: George stacked some old tires at the end of his driveway with a red sign, "Free tires. Some good tread left." The tires remained there for months, without anyone buying them. He replaced the red sign with a black sign, "Last set of original Model QZ tires - Available for only $100 through month end. Knock on first green door on the right for details or leave your telephone number." The next morning, the tires had been stolen. George had inadvertently used the social influence weapon of: A. liking. B. scarcity. C. anonymity. D. reciprocity. E. appeals to authority.

Q: Jessica trains people in a consumer awareness workshop titled, "Lowballing, foot-in-the-door, and bait-and-switch." She prepares her students to guard against the social influence weapon of: A. friendship/liking. B. commitment and consistency. C. scarcity. D. social proof. E. appeals to authority.

Q: _____ is a social influence weapon. A. Collusion B. Coercion C. Scarcity D. Pressure E. Rational persuasion

Q: Greg wants his mechanics and material handlers to work double shifts for two weeks without extra pay to fulfill contract requirements. If Greg's firm does not make the deadline, Greg anticipates a major layoff and possible plant closing. Greg prepares a 100-page report full of charts, data, deadlines, etc. He has all the information needed to explain the situation to his employees. Irwin, a consultant, advises Greg to combine an inspirational appeal with the solid rational persuasion he has prepared. Was Irwin right? A. Yes. The appeal will take the pressure off Irwin's charts and graphs. B. No. Workers are confused by the use of multiple influence tactics. C. Yes. The emotional appeal will help isolate the mechanics and the material handlers from the rest of the workforce. D. No. This combination of tactics runs counter to what is known about persuasion. E. Yes. Impacting emotions often brings rational elements into line.

Q: Chad watched as his friend, Ned, learned the hard way that some influence tactics generate resistance. The employees pay little or no attention to what Ned has requested of them. Chad has a major project for his team. It needs to be completed on time, on budget. Ned suggests using pressure tactics, but which influence tactic do you think Chad should use? A. Pressure B. Exchange C. Inspirational appeal D. Coalition E. Ingratiation

Q: Compliance is the most common outcome of this influence tactic. A. Pressure B. Legitimizing C. Consultation D. Personal appeal E. Inspirational appeal

Q: Research findings show that _____ are the most common target of influence attempts. A. superiors B. subordinates C. peers D. customers E. rivals

Q: Tina cornered Darryl in the breakroom. She said in an undertone, "Look, I know you said you would not switch scheduled work weekends with me next month. If you don't, I'll tell the manager what really happened in Denver. Understand?" Tina used the influence tactic of: A. rational persuasion. B. ingratiation. C. personal appeal. D. coalition. E. pressure.

Q: Jenna learned that Brady wanted to go to an out-of-town ball game in three weeks when he was scheduled to work. Jenna offered to work for him that weekend if he would work her shifts next weekend. Jenna used the influence tactic of: A. pressure. B. ingratiation. C. legitimizing. D. coalition. E. exchange.

Q: The most effective influence outcome is: A. compliance. B. sanctions. C. dependence. D. commitment. E. resistance.

Q: Solomon Asch's work demonstrates the important role of _____ as a powerful source of influence. A. norms B. conformity C. coercion D. adaptation E. illusion

Q: Should managers try to build their coercive power base? A. Yes. That is the best way to build commitment. B. No. That activity can significantly decrease referent power. C. Yes. That base is the easiest to reinforce and foundational for the acquisition of other types of power. D. No. That activity can significantly decrease legitimate power. E. Yes. All power bases should be aggressively cultivated.