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Leadership

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| | LDSP 310 Quiz 3 | | | | | | | | | | | Front | | Front | 1 | | What kind of power is dependent upon freindship and trust? | | referent power | | | | | | | A | affiliation power | | | | | | | | | B | dyadic power | | | | | | | | | C | referent power | | | | | | | | | D | expert power | | | 2 | | | | | | | Which influence process is most likely to result in contnued commitment to a task objective regardless of the manager's subsequent actions? | | internalization | | | | | | | A | instrumental compliance | | | | | | | | | B | personal identification | | | | | | | | | C | compliance with authority | | | | | | | | | D | internalization | | | | | | | | 3 | | | | | | | which of the following is not an example of resistence? | | carry out the request with only the minimum necessary effort | | | | | | | A | carry out the request with only the minimum necessary effort | | | | | | | | | B | delay taking action to see if the agent is serious about the rewquest | | | | | | | | | C | tell the agent why you are too busy now to carry out the request | | | | | | | | | D | appeal to a higher authority torescind or change the request | | | | | | | | 4 | | | | | | | Which two kinds of power have been found to be related most strongly to leader effectiveness in motivating subordinates? | | expert and referent power | | | | | | | A | expert and referent power | | | | | | | | | B | reward and referent power | | | | | | | | | C | expert and legitimate power | | | | | | | | | D | reward and expert power | | | | | | | | 5 | | | | | | | Control over infomration is likely to give a mangaer power over | | peers, superiors, and subordinates | | | | | | | A | subordinates | | | | | | | | | B | subordinates and peers | | | | | | | | | C | peers and superiors | | | | | | | | | D | peers, superiors, and subordinates | | | | | | | | 6 | | | | | | | Referent power is most likely to result in which type of influence process? | | personal identification | | | | | | | A | internalization | | | | | | | | | B | personal identification | | | | | | | | | C | instrumental compliance | | | | | | | | | D | collective identification | | | | | | | | 7 | | | | | | | The status and influence acorded an emergent leader depends primarily on: | | the leader's demonstrated competence and loyalty | | | | | | | A | the leader's social popularity among the members | | | | | | | | | B | the leader's control over rewards desired by group members | | | | | | | | | C | the leader's seniority among group members | | | | | | | | | D | the leader's demonstrated competence and loyalty | | | | | | | | 8 | | | | | | | Which is not a reccomended way to increase on'e expert power? | | show others how to solve problems for themselves | | | | | | | A | show others how to solve problems for themselves | | | | | | | | | B | avoid making rash or careless statements | | | | | | | | | C | act confident and decisive in a crisis | | | | | | | | | D | develop exlusive sources of technical information | | | | | | | | 9 | | | | | | | The most likely outcome for an influence attempt based on legitimate power is: | | compliance | | | | | | | A | passive resistance | | | | | | | | | B | compliance | | | | | | | | | C | active resistence | | | | | | | | | D | commitment | | | | | | | | 10 | | | | | | | Which influence tactic is most dependent on the agent's reward power? | | exchange | | | | | | | A | rational persuasion | | | | | | | | | B | personal appeal | | | | | | | | | C | legitimating | | | | | | | | | D | exchange | | | | | | | | 11 | | | | | | | Which influence tactic is most likely to result in target commitment? | | consultation | | | | | | | A | exchange | | | | | | | | | B | personal appeal | | | | | | | | | C | consultation | | | | | | | | | D | ingratiation | | | | | | | | 12 | | | | | | | Which tactic is used more often to influence superiors than to influence subordinates? | | coalition | | | | | | | A | pressure | | | | | | | | | B | coalition | | | | | | | | | C | exchange | | | | | | | | | D | legitimating | | | | | | | | 13 | | | | | | | Which influence tactic is least likely to result in target commitment? | | exchange | | | | | | | A | rational persuasion | | | | | | | | | B | collaboration | | | | | | | | | C | exchange | | | | | | | | | D | inspirational appeals | | | | | | | | 14 | | | | | | | Strong expert power is most likely to enhance the effectiveness of which tactic? | | rational persuasion | | | | | | | A | insipirational appeals | | | | | | | | | B | consultation | | | | | | | | | C | rational persuasion | | | | | | | | | D | legitmating | | | | | | | | 15 | | | | | | | According to WEber, a charismatic leader is appointed, not called. | | false | | | | | | | A | TRUE | | | | | | | | | B | FALSE | | | | | | | | 16 | | | | | | | According to WEber, what is decisive about the validity of charisma? | | it is recognition on the part of those subject to the authority of the charismatic leader | | | | | | | A | it is recognition on the part of those who appointed the charismatic leader | | | | | | | | | B | it is recognition on the part of those who chose the charismatic leader | | | | | | | | | C | it is recognition on the part of those subject ot the authority of the charismatic leader | | | | | | | | | D | it is perception on the part of those who appointed the charismatic leader | | | | | | | | 17 | | | | | | | WEber identifies some longer-term challenges faced by charismatic authority. Among them are: | | A and C only | | | | | | | A | the problem of succession | | | | | | | | | B | the problem of tradition | | | | | | | | | C | the problem of routinizing charisma | | | | | | | | | D | A and C only | | | | | | | | | E | A, B, and C | | | | | | | | 18 | | | | | | | According to Weber, charismatic authority ______ the past | | Repudiates | | | | | | | A | Embraces | | | | | | | | | B | Learns from | | | | | | | | | C | Repudiates | | | | | | | | | D | Draws on | | | | | | | | 19 | | | | | | | According to Weber, charismatic leadership reflects the relm of every day routine, which means that it supports tranditional authority (t/f) | | False | | | | | | 20 | | | | | | | According to Weber, where does charismatic authority get its resources? | | B, C and D | | | | | | | A | Traditional economic pracice | | | | | | | | | B | Gifts | | | | | | | | | C | Begging | | | | | | | | | D | Booty | | | | | | | | | E | B, C, and D | | | | | | | | 21 | | | | | | | Charimstic leadership is best understood by examining | | leader, subordinate, and situational characterisitcs | | | | | | | A | leader characteristics | | (yay circles!) | | | | | | | B | leader and subordinate characteristics | | | | | | | | | C | leader and situational characteristics | | | | | | | | | D | leader, subordinate, and situational characteristics | | | | | | | | 22 | | | | | | | Which of the following is part of Meindl's social contagion theory of charisma? | | attributition of charisma to a leader by followers to rationalize strong emotions and behavior that is inconsistent with their espoused beliefs | | | | | | | A | Emergence of a new leader in the gorup following demonstration fo superior ability to sovlve important task problems | | | | | | | | | B | follwoer imitation of behavior displayed by a hghly attractive leader with whom they identify strongly | | | | | | | | | C | attributition of charisma to a leader by followers to rationalize strong emotions and behavior that is inconsistent with their espoused beliefs | | | | | | | | | D | Arousal of motives by a leader who inspires loyalty among followers and commitment to ideological objectives | | | | | | | | 23 | | | | | | | Which of the following is not a trasformational behavior according to Bass? | | contingent reward behavior | | | | | | | A | individualized consideration | | | | | | | | | B | contingent reward behavior | | | | | | | | | C | intellectual stimulation | | | | | | | | | D | ispirational motivation | | | | | | | | 24 | | | | | | | according to Bass, effective transformational leaders: | | Use a combination of transformational and transactional behaviors | | | | | | | A | select subordinate who will be loyal and uncritical | | | | | | | | | B | Challange strongly held values of followers to get their attention | | | | | | | | | C | Delegate most decisions to self-managed teams | | | | | | | | | D | Use a combination of transformational and transactional behaviors | | | | | | | | 25 | | | | | | | Which was not recommended as a guideline for transformational leaders? | | Ask followers to place their trust in the special ability of the leader | | | | | | | A | Ask followers to place their trust in the special ability of the leader | | | | | | | | | B | Express confidence that oflowers will be able to attain the vision | | | | | | | | | C | Use dramatic, symbolic actiaons to emphasize key values in the vision | | | | | | | | | D | Empower followers to find effective ways to attain the vision | | | | | | | | 26 | | | | | | | Most theories of charismatic and transformational leadership: | | Emphasize emotional processes more than rational processes | | | | | | | A | Emphasize rational processes more than emotional processes | | | | | | | | | B | Give equal attention to rational and emotional processes | | | | | | | | | C | Emphasize emotional processes more than rational prodcesses | | | | | | | | | D | Describe emotional processes and ignore rational processes | | | | | | | | 27 | | | | | | | Which level of conceptualization best descirbes most thories of Charismatic and transformational leadership? | | Dyadic level | | | | | | | A | Intra-individual level | | | | | | | | | B | Dyadic level | | | | | | | | | C | Group level | | | | | | | | | D | Organizational level | | | | | | | | 28 | | | | | | | The avilable evidence _____ supports many of the key propositions of charismatic and transformational leadership | | Does | | | | | | | A | Does | | | | | | | | | B | Does not | | | | | | | | | C | Might | | | | | | | | | D | Ought to | | | | | | | | 29 | | | | | | | Most theories of transfomrational and charsimatic leadership lack sufficent specification of: | | Underlying influence processes | | | | | | | A | Leader behavior | | | | | | | | | B | Follower behavior | | | | | | | | | C | Underlying influence processes | | | | | | | | | D | Udnerlying rational processes | | | | | | | | 30 | | | | | | | Another shortcoming of trasformational and charismatic theories is that they do not explain how leaders might | | B and C only | | | | | | | A | Empower followers | | | | | | | | | B | Build exceptional teams | | | | | | | | | C | consdier task-oriented fjuctions | | | | | | | | | D | All of the above | | | | | | | | | E | B and C only | | | | | | | |

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