Ch11 Leadership and Influence Processes

Multiple Choice
1. As a process, leadership can be defined as:

a. the practice of empowering employees to participate in organizational decision making.
b. the set of characteristics attributed to individuals who are perceived to be leaders.
c. the use of noncoercive influence to shape an organization's goals.
d. the ability to assess business process performance.
e. the ability to adjust to and understand the changes in a workplace.
ANSWER: c
RATIONALE: As a process, leadership can be defined as the use of noncoercive influence to shape the
group’s or organization’s goals, motivate behavior toward the achievement of those goals,
and help define group or organizational culture.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.329
LEARNING OBJECTIVES: MGMT.GRIF.16. 11-1 - LO: 11-1
NATIONAL STANDARDS: United States - BUSPROG - Analytic - Business knowledge and analytic skills
STATE STANDARDS: United States - AK - DISC: Leadership Principles
TOPICS: The Nature of Leadership
KEYWORDS: Bloom's: Knowledge
NOTES: Digital Story: Engage
2. As a property, leadership can be best defined as:

a. the practice of empowering employees to participate in organizational decision making.
b. a set of belief that supports the practice of interpersonal risk taking in teams.
c. the ability to shape employee behavior without using force.
d. the ability to adjust to and understand changes in the workplace.
e. a set of characteristics found in people who can influence the behavior of others.
ANSWER: e
RATIONALE: As a property, leadership can be defined as the set of characteristics attributed to individuals
who can influence the behaviors of others without having to rely on force.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.329
3. Which of the following is an example of a good leader in the context of business?

a. A person who relies on force to lead people
b. A person who disobeys authority
c. A person who is a dictator
d. A person who can influence others
e. A person who is efficient and does not delegate his or her duties
ANSWER: d
RATIONALE: Leaders are people who can influence the behaviors of others without having to rely on force
and are accepted by others as leaders.
POINTS: 1
DIFFICULTY: Moderate
REFERENCES: p.329
KEYWORDS: Bloom's: Comprehension
NOTES: Digital Story: Connect
4. Christine is in charge of managing the marketing team at her office. To be an efficient leader, she should:
a. affect the behavior of others only through coercion.
b. use her power only in ways that are ethical.
c. defy all forms of authority.
d. engage in freeriding.
e. encourage instances of groupthink.
ANSWER: b
RATIONALE: Christine should use her power only in ethical ways. Leaders are people who can influence
the behaviors of others without having to rely on force and are accepted by others as leaders.
POINTS: 1
REFERENCES: p.329
NATIONAL STANDARDS: United States - BUSPROG: Analytic
KEYWORDS: Bloom's: Application
NOTES: Digital Story: Perform
5. When leaders decide to either give salary increases to their employees or withhold any salary increases, which of the
following types of power do they exercise?
a. Coercive
b. Reward
c. Informal
d. Expert
e. Referent
ANSWER: b
RATIONALE: Reward power is the power to give or withhold rewards.
POINTS: 1
REFERENCES: p.330
6. Punishment involves the use of _____ power.

a. legitimate
b. reward
c. referent
d. expert
e. coercive
ANSWER: e
RATIONALE: Coercive power is the power to force compliance by means of psychological, emotional, or
physical threat.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.331
7. Karl is fond of saying, "Remember, half the doctors you see graduated in the bottom of their class." Karl is attempting
to limit the _____ power of physicians.
a. expert
b. legitimate
c. referent
d. reward
e. coercive
ANSWER: a
RATIONALE: Karl is attempting to limit the expert power of doctors. Expert power is the personal power
that accrues to someone based on the information or expertise that they possess.
POINTS: 1
REFERENCES: p.331
8. Bullies in the workplace use sarcasm, humiliation, and fear to influence others. This is a form of _____ power.
a. expert
b. legitimate
c. referent
d. reward
e. coercive
ANSWER: e
physical threat.
POINTS: 1
REFERENCES: p.331
9. Which of the following is NOT a possible reward for a manager to use who wants to exercise effective reward power
with his or her subordinates?
a. A cash bonus
b. A recommendation for promotion
c. An interesting job task
d. A salary increase
e. A standard reward for everyone
ANSWER: e
RATIONALE: The best way to exercise reward power is to tie rewards directly to employee performance.
POINTS: 1
REFERENCES: p.330
10. The more a manager uses coercive power, the more likely he is to encourage _____.
a. sympathy
b. good will
c. resentment
d. cordiality
e. tolerance
ANSWER: c
physical threat. The more a manager uses coercive power, the more likely he is to provoke
resentment and hostility and the less likely he is to be seen as a leader.
POINTS: 1
REFERENCES: p.331
11. A supervisor's frequent use of coercion involves the:

a. use of distortion.
b. use of extinction.
c. use of positive reinforcement.
d. loss of leadership.
e. loss of persuasion.
ANSWER: d
physical threat. The more a manager uses coercive power, the more likely he is to provoke
resentment and hostility and the less likely he is to be seen as a leader.
POINTS: 1
REFERENCES: p.331
12. One of the reasons Steve Jobs was very successful at Apple was his charisma. From this observation, we can infer that
he had _____ power.
a. referent
b. reward
c. legitimate
d. coercive
e. expert
ANSWER: a
RATIONALE: Referent power is the personal power that accrues to someone based on identification,
imitation, loyalty, or charisma.
POINTS: 1
REFERENCES: p.331
NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking
13. When an organization promotes someone, it sends a signal to everyone that the person is competent. This gives the
person _____ power.
a. legitimate
b. technological
c. reward
d. referent
e. coercive
ANSWER: a
RATIONALE: Legitimate power is power granted through the organizational hierarchy; it is the power
defined by the organization to be accorded to people occupying a particular position.
POINTS: 1
REFERENCES: p.329
14. A news producer has the authority to choose which reporter will get to cover important news items and which reporter
will cover trivial news items. The news producer uses this authority to recognize the hard work of reporters. Which of the
following types of power is the producer using in this case?
a. Referent
b. Expert
c. Reward
d. Coercive
e. Informal
ANSWER: c
RATIONALE: In the given scenario, the producer is using reward power. Reward power is the power to give
or withhold rewards. Rewards that a manager may control include salary increases, bonuses,
promotion recommendations, praise, recognition, and interesting job assignments.
POINTS: 1
REFERENCES: p.330
15. Bill Lennox is a good man. He demonstrates high moral standards with every decision he takes and inspires others to
follow suit. From the given information, we can say that he has _____ power.
a. legitimate
b. technological
c. expert
d. referent
e. coercive
ANSWER: d
RATIONALE: Bill Lennox has referent power. Referent power is the personal power that accrues to
someone based on identification, imitation, loyalty, or charisma.
POINTS: 1
REFERENCES: p.331
16. The first organized approach to studying leadership focused on:

a. leadership behavior
b. leadership traits.
c. rewards expected.
d. situational favorableness.
e. leader-member relations.
ANSWER: b
RATIONALE: The first organized approach to studying leadership analyzed the personal, psychological, and
physical traits of strong leaders.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.331
TOPICS: Generic Approaches to Leadership
17. Which of the following approaches to identifying a leader is a person using if he votes for a politician based on his
communication skills, intelligence, appearance, and assertiveness?
a. LPC theory
b. Vroom's decision tree approach
c. Path-goal theory
d. Trait approach
e. Fiedler's contingency theory
ANSWER: d
physical traits of strong leaders. The trait approach assumed that some basic trait or set of
traits existed that differentiated leaders from nonleaders.
POINTS: 1
REFERENCES: p.331
18. The behavior that is called "job-centered leader behavior" in the Michigan studies is similar to the behavior called
_____ behavior in the Ohio State studies.
a. initiating-structure
b. consideration
c. concern for production
d. concern for people
e. employee-centered leader
ANSWER: a
RATIONALE: The behavior that is called job-centered leader behavior in the Michigan studies is similar to
the behavior called initiating-structure behavior in the Ohio State studies.
POINTS: 1
REFERENCES: p.332
19. Abbott, a shoe manufacturing company, strives to keep its workers satisfied. As many of them are working mothers,
the company allows flexible time shifts. CEO Miles White says, "One of the most important things we can do for working
families today is to help them lead healthier lives." According to the Michigan studies, White is demonstrating _____
behavior.
a. initiating-structure
b. consideration
c. authoritative
d. employee-centered leader
e. job-centered leader
ANSWER: d
RATIONALE: According to the Michigan studies, managers using employee-centered leader behavior are
interested in developing a cohesive work group and ensuring that employees are satisfied
with their jobs. Their primary concern is the welfare of subordinates.
POINTS: 1
REFERENCES: p. 332
20. In the Ohio State studies, employees of supervisors who ranked high on initiating structure:
a. reflected low absence rates.
b. were high performers.
c. expressed high levels of satisfaction.
d. had low productivity.
e. were confused about the leader–subordinate role.
ANSWER: b
RATIONALE: In the Ohio State studies, employees of supervisors who ranked high on initiating structure
were high performers but expressed low levels of satisfaction and had a higher absence rate.
POINTS: 1
REFERENCES: p. 332
21. At the opposite ends of the single continuum used by the Michigan studies are the leader's:
a. initiating-structure behavior and consideration behavior.
b. job-centered leader behavior and employee-centered leader behavior.
c. concern for production and concern for people.
d. task-oriented behavior and relationship-oriented behavior.
e. traits reflecting the hierarchical theory x and traits reflecting the innovative theory y.
ANSWER: b
RATIONALE: Researchers at the University of Michigan, led by Rensis Likert, began studying leadership in
the late 1940s. Based on extensive interviews with both leaders (managers) and followers
(subordinates), this research identified two basic forms of leader behavior: job centered and
employee centered. Managers using job-centered leader behavior pay close attention to
subordinates’ work, explain work procedures, and are keenly interested in performance.
Managers using employee-centered leader behavior are interested in developing a cohesive
work group and ensuring that employees are satisfied with their jobs. Their primary concern
is the welfare of subordinates.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 332
22. The CEO at Green Inc. has established that employees at the workplace should adhere to the vertical communication
system. She has established fixed work flow systems and strictly monitors these processes. The steps taken by the CEO at
Green Inc. reflect the _____ behavior of leaders suggested by the Ohio State studies.
a. consideration
b. initiating structure
c. employee-centered
d. job-centered
e. authoritative
ANSWER: b
RATIONALE: The extensive questionnaire surveys conducted during the Ohio State studies suggested that
there are two basic leader behaviors or styles: initiating-structure behavior and consideration
behavior. When using initiating-structure behavior, the leader clearly defines the leader–
subordinate role so that everyone knows what is expected, establishes formal lines of
communication, and determines how tasks will be performed.
POINTS: 1
REFERENCES: p.332
23. In the context of the Ohio state studies of leadership, a leader showing consideration behavior:
a. attempts to establish a warm, friendly, and supportive climate at the workplace.
b. clearly defines the leader–subordinate role so that everyone knows what is expected of them.
c. establishes formal lines of communication, and determines how tasks will be performed.
d. is primarily interested in the performance of the employees.
e. dictates the work of the subordinates.
ANSWER: a
RATIONALE: The extensive questionnaire surveys conducted during the Ohio State studies of leadership
behavior were focused on relationships with people and on work performance at the same
time.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 332
24. In the Managerial Grid, the ideal manager behavior is represented by a 9,9 "team" manager, who has high concern for
both:
a. structure and people.
b. people and production.
c. leadership and production.
d. finances and operations.
e. resources and products.
ANSWER: b
RATIONALE: In the Managerial Grid, the ideal manager behavior is represented by a 9,9 "team" manager,
who has high concern for both people and production.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 333
25. The Managerial Grid shows that Paul is a 1,1 leader. Which of the following is true about Paul's leadership?
a. Paul has little concern for people or for work performance.
b. Paul is an effective leader with much concern for people.
c. Paul has a lot of concern for people and for work performance.
d. Paul has little concern for people, but a lot of concern for work performance.
e. Paul has a lot of concern for people, but little concern for work performance.
ANSWER: a
RATIONALE: In the Managerial Grid, the 1,1 manager is an impoverished manager who exhibits minimal
concern for both production and people.
POINTS: 1
REFERENCES: p. 333
26. Which of the following is a generic approach to leadership?

a. The least-preferred coworker model
b. The path-goal model
c. Vroom's decision tree approach
d. The Ohio state studies
e. The leader-member exchange approach
ANSWER: d
RATIONALE: The Ohio state studies of leadership is a generic approach to leadership.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 332
TOPICS: Situational Approaches to Leadership
27. What is the basic assumption of situational approaches to leadership?

a. Increasing worker job satisfaction through considerate leadership will get the best results.
b. Initiating structure for employees so they know exactly what needs to be done will be most effective.
c. The appropriate leader style will vary from one set of circumstances to another.
d. Effective leaders can be identified by certain traits.
e. The 1,1 manager exhibits minimal concern for both production and people.
ANSWER: c
RATIONALE: Situational models assume that appropriate leader behavior varies from one situation to
another. The goal of a situational theory, then, is to identify key situational factors and to
specify how they interact to determine appropriate leader behavior.
POINTS: 1
REFERENCES: p. 334
28. Which of the following is a situational leadership model?

a. Trait approach
b. Michigan studies
c. Ohio State studies
d. Leadership Grid
e. Path-goal theory
ANSWER: e
RATIONALE: The most important and widely accepted situational theories of leadership are the least-
preferred coworker (LPC) theory, the path-goal theory, Vroom’s decision tree approach, and
the leader–member exchange (LMX) approach.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 334
29. How did Fiedler measure leadership styles?

a. By using the managerial grid
b. By using the initiating structure behavior
c. By using the consideration behavior
d. By means of a questionnaire called the least-preferred coworker measure
e. By means of a questionnaire called the leader–member exchange measure
ANSWER: d
RATIONALE: Fiedler measures leadership style by means of a questionnaire called the least-preferred
coworker (LPC) measure.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 336
30. According to Fiedler, a task is structured when it is:

a. routine, difficult to understand, and unambiguous.
b. routine, easy to understand, and ambiguous.
c. irregular, difficult to understand, and ambiguous.
d. routine, easy to understand, and unambiguous.
e. irregular, difficult to understand, and unambiguous.
ANSWER: d
RATIONALE: According to Fiedler, a task is structured when it is routine, easy to understand, and
unambiguous.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 337
31. In Fiedler's model, a high least-preferred coworker score is said to reflect a _____ orientation.
a. relationship
b. task
c. structure
d. communication
e. schedule
ANSWER: a
RATIONALE: In Fiedler's model, a high LPC score is said to reflect a relationship orientation.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 337
32. In Fiedler's model, favorable situations are those that have:

a. poor leader-member relations, highly structured tasks, and strong leader position-power.
b. good leader-member relations, highly structured tasks, and strong leader position-power.
c. good leader-member relations, unstructured tasks, and weak leader position-power.
d. poor leader-member relations, unstructured tasks, and weak leader position-power.
e. good leader-member relations, unstructured tasks, and strong leader position-power.
ANSWER: b
RATIONALE: According to Fiedler, favorable situations are those that have good leader-member relations,
highly structured tasks, and good leader position-power.
POINTS: 1
REFERENCES: p.337
33. Daniel has been appointed leader of a project task force. He has legitimate power in this position. The task is
unstructured. Also, Daniel has weak leader-member relations. According to Fiedler's LPC theory, what type of leadership
style is appropriate in this situation?
a. Task-oriented
b. Relationship-oriented
c. Participative
d. Transformational leadership
e. Concern for people
ANSWER: a
RATIONALE: Fiedler’s LPC theory of leadership suggests that appropriate leader behavior varies as a
function of the favorableness of the situation. Favorableness, in turn, is defined by task
structure, leader–member relations, and the leader’s position power. According to the LPC
theory, the most and least favorable situations call for task-oriented leadership
POINTS: 1
REFERENCES: p. 337
34. Mihee, the chief nurse in a hospital, sets challenging goals for her subordinates because she has confidence in her
fellow nurses. Based on the path-goal theory, what kind of leader behavior is Mihee exhibiting?
a. Task-oriented
b. Employee-centered
c. Achievement-oriented
d. Relationship-oriented
e. Bureaucratic
ANSWER: c
RATIONALE: In the given scenario, Mihee is exhibiting the achievement-oriented leader behavior.
Achievement-oriented leader behavior means setting challenging goals, expecting
subordinates to perform at high levels, encouraging subordinates, and showing confidence in
subordinates’ abilities.
POINTS: 1
REFERENCES: p. 337
35. Vernique, a manager, consults with her subordinates and encourages their involvement in the decision making
process. Based on the path-goal theory, what kind of leader behavior is Vernique exhibiting?
a. Job-oriented
b. Employee-centered
c. Achievement-oriented
d. Participative
e. Bureaucratic
ANSWER: d
RATIONALE: Based on the path-goal theory, participative leader behavior includes consulting with
subordinates, soliciting suggestions, and allowing participation in decision making.
POINTS: 1
REFERENCES: p. 339
36. Which of the following leadership models is a direct extension of the expectancy theory of motivation?
a. Vroom's decision tree approach
b. Fiedler's contingency
c. Vertical-dyad linkage
d. Path-goal
e. Substitutes for leadership
ANSWER: d
RATIONALE: The path-goal theory of leadership—associated most closely with Martin Evans and Robert
House—is a direct extension of the expectancy theory of motivation.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 338
37. In contrast to Fiedler's theory, path-goal theory assumes that leaders:

a. have little tolerance for their least-preferred coworker.
b. can change their leadership style to fit the demands of a particular situation.
c. should maintain a consistent leadership style to avoid confusing subordinates.
d. must find a fit between their leader styles and the situation.
e. should always maintain a participative leader style.
ANSWER: b
RATIONALE: In contrast to Fiedler’s theory, path-goal theory assumes that leaders can change their style or
behavior to meet the demands of a particular situation.
POINTS: 1
REFERENCES: p. 339
38. Don Draper is responsible for managing the creative section of his ad agency. In one-to-one sessions, he asks each
member of his group to give ideas for the ad campaign to promote a new product. He considers all the ideas and decides
to go ahead with the best among them. Which decision-making style is best reflected in the given scenario?
a. Consult individual
b. Facilitate
c. Delegate
d. Participate
e. Decide
ANSWER: a
RATIONALE: In the consult style involving individuals, a manager presents a program to group members
individually, obtains their suggestions, and then makes a decision.
POINTS: 1
REFERENCES: p. 342
39. Which of the following is a task characteristic that may neutralize or substitute for leadership?
a. Collective hysteria
b. Conformity
c. Intrinsic satisfaction
d. Bystander apathy
e. Groupthink
ANSWER: c
RATIONALE: Task characteristics that may substitute for leadership include routineness, the availability of
feedback, and intrinsic satisfaction.
POINTS: 1
DIFFICULTY: Diffculty: Easy
REFERENCES: p. 344
TOPICS: Related Approaches to Leadership
40. Demonstrating personal excitement or passion about something is part of _____ leadership.
a. charismatic
b. entrepreneurial
c. symbolic
d. integrative
e. participative
ANSWER: a
RATIONALE: Charismatic leaders must be able to energize others through a demonstration of personal
excitement, among other qualities.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 345
41. The concept of charismatic leadership is most closely related to:

a. the Vroom-Yetton-Jago approach.
b. the trait approach.
c. Fiedler's contingency theory.
d. substitutes for leadership.
e. path-goal theory.
ANSWER: b
RATIONALE: The concept of charismatic leadership is most closely related to the trait approach.
POINTS: 1
REFERENCES: p. 344
42. Carl, the manager at a publishing house, heads the editorial team. Peggy, one of his subordinates belongs to his in-
group. This information would be significant for the proceedings of the:
a. Vroom's decision tree approach.
b. path-goal theory.
c. leader–member exchange model.
d. least-preferred coworker theory.
e. leadership grid.
ANSWER: c
RATIONALE: The LMX model of leadership, conceived by George Graen and Fred Dansereau,stresses the
importance of variable relationships between supervisors and each of their subordinates. Thus
the information given in the scenario will be most significant for the proceedings of the LMX
model of leadership.
POINTS: 1
REFERENCES: p. 343
43. _____ is the style of leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating
learning experiences, and inspiring new ways of thinking.
a. Directive leadership
b. Participative leadership
c. Transformational leadership
d. Supportive leadership
e. Task-oriented leadership
ANSWER: c
RATIONALE: Transformational leadership is the style of leadership that goes beyond ordinary expectations
by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways
of thinking.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 345
44. Which of the following is a defining characteristic of strategic leaders?

a. They possess interpersonal attraction that inspires support and acceptance.
b. They understand the organization and recognize its superior alignment with the environment.
c. They transmit a sense of mission, stimulate learning experiences, and inspire new ways of thinking.
d. They understand international differences and diversity-based differences within one culture.
e. They encourage others by supporting them, empathizing with them, and expressing confidence in them.
ANSWER: b
RATIONALE: Strategic leaders understand the complexities of both the organization and its environment.
They lead change in the organization to achieve and maintain a superior alignment between
the organization and its environment.
POINTS: 1
REFERENCES: p. 346
TOPICS: Emerging Approaches to Leadership
45. Why has the importance of cross-cultural leadership increased in today's times?
a. Because of improving profit margins
b. Because of office politics
c. Because of increasing unethical practices
d. Because of the increasing environmental concerns
e. Because of the improving diversity ratios in workplaces
ANSWER: e
RATIONALE: Cross-cultural factors play a growing role in organizations as their workforces become more
and more diverse. As more companies become multi-national corporations, the need for
cross-cultural leadership has increased.
POINTS: 1
REFERENCES: p. 346
46. Which of the following is a prerequisite for effective leadership?

a. Low tolerance toward diversity
b. Belief in the dictatorship style of leadership
c. High levels of coercive powers
d. Belief in ethnocentrism
e. High standards of ethical conduct
ANSWER: e
RATIONALE: Most people have long assumed that top managers are ethical people. But in the wake of
recent corporate scandals, faith in top managers has been shaken. Perhaps now more than
ever, high standards of ethical conduct are being held up as a prerequisite for effective
leadership.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 348
NATIONAL STANDARDS: United States - BUSPROG: Ethics
STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities
United States - AK - DISC: Leadership Principles
47. A manager tells a subordinate that he will not recommend her for promotion unless she supports his proposal in an
upcoming sales meeting. Which type of political behavior is reflected in the given scenario?
a. Creation of an obligation
b. Coercion
c. Initiating structure
d. Persuasion
e. Assault
ANSWER: b
RATIONALE: Coercion is the use of force to get one’s way. Some managers occasionally go so far as to use
verbal abuse, humiliation, and psychological coercion in an attempt to manipulate
subordinates.
POINTS: 1
REFERENCES: p. 349
TOPICS: Political Behavior in Organizations
48. Carolyn, a manager, discusses and reasons with the Board of Directors of her company until they agree to let her try
her new strategic plan for a trial period. Carolyn is using _____ in the given situation.
a. an obligation
b. persuasion
c. coercion
d. inducement
e. passive aggression
ANSWER: b
RATIONALE: Persuasion is a political behavior which relies on both emotion and logic. It influences a
person's beliefs, attitudes, intentions, motivations, or behaviors.
POINTS: 1
REFERENCES: p. 349
49. After oil prices hit record highs and the oil companies made record profits, some of the oil company's CEOs appeared
on the Today show to explain their business to consumers. This is an example of:
a. creation of an obligation.
b. impression management.
c. initiating structure.
d. persuasion.
e. inducement.
ANSWER: b
RATIONALE: Impression management is a direct and intentional effort by someone to enhance his or her
image in the eyes of others.
POINTS: 1
REFERENCES: p. 349
50. Valencia, an employee at Y Inc., attempts to bring all her contributions to successful projects to the notice of her
manager. Her intention is to build a good image in the eyes of the management. What is best exemplified by Valencia's
behavior?
a. Creation of an obligation
b. Impression management
c. Coercion
d. Persuasion
e. Inducement
ANSWER: b
RATIONALE: Impression management is a direct and intentional effort by someone to enhance his or her
image in the eyes of others.
POINTS: 1
REFERENCES: p. 349
51. Which of the following is the most probable motive for a manager to engage in political behavior?
a. To avoid covert activities
b. To acquire power
c. To promote clear communication
d. To promote transparency
e. To avoid charges of political motivation
ANSWER: b
RATIONALE: Political behavior describes activities carried out for the specific purpose of acquiring,
developing, and using power and other resources to obtain one’s preferred outcomes.
POINTS: 1
REFERENCES: p. 348
52. What measures should managers take to prevent political behavior from doing excessive damage?
a. They should refrain from providing subordinates with autonomy.
b. They should provide challenges to subordinates.
c. They should use their coercive powers.
d. They should reduce diversity in the workplace.
e. They should encourage ethnocentrism.
ANSWER: b
RATIONALE: By its very nature, political behavior is tricky to approach in a rational and systematic way.
But managers can handle political behavior so that it does not do excessive damage. First,
managers should be aware that, even if their actions are not politically motivated, others may
assume that they are. Second, by providing subordinates with autonomy, responsibility,
challenge, and feedback, managers reduce the likelihood of political behavior by
subordinates.
POINTS: 1
REFERENCES: p. 350
53. Which of the following statements is true of political behavior?

a. Political behavior is always a manifestation of good intent.
b. Managers should cover up disagreements so that subordinates will have less opportunity for political behavior.
c. Even if a manager's actions are not politically motivated, others may assume that they are.
d. By providing subordinates with autonomy, managers are likely to promote political behavior.
e. Managers should use power if they want to avoid charges of political motivation.
ANSWER: c
RATIONALE: By its very nature, political behavior is tricky to approach in a rational and systematic way.
assume that they are.
POINTS: 1
REFERENCES: p. 350
54. According to the Managerial Grid, the _____ manager is highly concerned about production but exhibits little concern
for people.
a. 9,1
b. 0,1
c. 1,9
d. 0,1
e. 9,0
ANSWER: a
RATIONALE: According to the Managerial Grid, the 9,1 manager is highly concerned about production but
exhibits little concern for people.
POINTS: 1
REFERENCES: p.333
55. The Ohio State researchers found that employees of supervisors who ranked high on _____ were high performers but
expressed low levels of satisfaction and had a higher absence rate.
a. concern for people
b. consideration
c. initiating structure
d. employee-centered leader behavior
e. task-oriented leadership behavior
ANSWER: c
RATIONALE: The Ohio State researchers found that employees of supervisors who ranked high on
initiating structure were high performers but expressed low levels of satisfaction and had a
higher absence rate.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.333
56. _____ is the part of the Managerial Grid that deals with the job and task aspects of leader behavior.
a. Employee-centered leader behavior
b. Initiating structure
c. Task-oriented leadership behavior
d. Concern for people
e. Concern for production
ANSWER: e
RATIONALE: Concern for production is the part of the Managerial Grid that deals with the job and task
aspects of leader behavior.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.333
57. Based on the Michigan studies, Rensis Likert argued that the _____ behavior generally tends to be more effective.
a. initiating structure
b. job-centered leader
c. employee-centered leader
d. considerate
e. authoritative
ANSWER: c
RATIONALE: Based on the Michigan studies, Rensis Likert argued that employee-centered leader behavior
generally tends to be more effective.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.332
58. According to the Michigan studies, managers using _____ behavior are interested in developing a cohesive work
group and ensuring that employees are satisfied with their jobs.
a. consideration
b. initiating structure
c. job-centered leader
d. employee-centered leader
e. authoritative
ANSWER: d
RATIONALE: According to the Michigan studies, managers using employee-centered leader behavior are
interested in developing a cohesive work group and ensuring that employees are satisfied
with their jobs.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.332
59. When followers react favorably because they identify in some way with a leader, the leader is said to possess _____
power.
a. reward
b. expert
c. legitimate
d. coercive
e. referent
ANSWER: e
RATIONALE: Referent power is the personal power that accrues to someone based on identification,
imitation, loyalty, or charisma.
POINTS: 1
REFERENCES: p.331
60. Verbal reprimands, written reprimands, disciplinary layoffs, fines, demotion, and termination are examples of _____
power possessed by managers.
a. coercive
b. reward
c. legitimate
d. expert
e. referent
ANSWER: a
physical threat.
POINTS: 1
REFERENCES: p.331
61. The more important the information and the fewer the people who have access to it, the greater is the degree of _____
power possessed by any one individual.
a. legitimate
b. reward
c. referent
d. expert
e. coercive
ANSWER: d
RATIONALE: The more important the information and the fewer the people who have access to it, the
greater is the degree of expert power possessed by any one individual.
POINTS: 1
REFERENCES: p.331
62. A secretary who knows how to unravel bureaucratic red tape has _____ power over anyone who needs that
information.
a. reward
b. referent
c. legitimate
d. expert
e. coercive
ANSWER: d
RATIONALE: Expert power is derived from information or expertise.
POINTS: 1
REFERENCES: p.331
63. _____ power is primarily based on identification, imitation, loyalty, or charisma.

a. Referent
b. Legitimate
c. Coercive
d. Reward
e. Expert
ANSWER: a
RATIONALE: Referent power is based on identification, imitation, loyalty, or charisma.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.331
64. A manager expressing praise, gratitude, or recognition best exemplifies _____ power.
a. informal
b. reward
c. referent
d. expert
e. coercive
ANSWER: b
RATIONALE: Reward power is the power to give or withhold rewards. Rewards that a manager may control
include salary increases, bonuses, promotion recommendations, praise, recognition, and
interesting job assignments.
POINTS: 1
REFERENCES: p.330
65. A manager can assign tasks to a subordinate, and a subordinate who refuses to do them can be reprimanded or even
fired. This is an example of _____ power.
a. legitimate
b. informal
c. referent
d. expert
e. coercive
ANSWER: a
RATIONALE: Legitimate power is power granted through the organizational hierarchy; it is the power
defined by the organization to be accorded to people occupying a particular position.
POINTS: 1
REFERENCES: p.329
66. _____ power is power granted through the organizational hierarchy.

a. Expert
b. Referent
c. Coercive
d. Reward
e. Legitimate
ANSWER: e
RATIONALE: Legitimate power is power granted through the organizational hierarchy.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.329
67. _____ is the ability to affect the behavior of others.

a. Power
b. Discipline
c. Function
d. Potential
e. Virtue
ANSWER: a
RATIONALE: Power is the ability to affect the behavior of others.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.329
68. _____ is necessary to create change, while management is necessary to achieve orderly results.
a. Dominion
b. Leadership
c. Legitimacy
d. Administration
e. Control
ANSWER: b
RATIONALE: Leadership is necessary to create change, while management is necessary to achieve orderly
results.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.329
69. _____ describes activities carried out for the specific purpose of acquiring, developing, and using power and other
resources to obtain one’s preferred outcomes.
a. Group cognition
b. Workplace diversity
c. Organizational culture
d. Political behavior
e. Collective intelligence
ANSWER: d
RATIONALE: Political behavior describes activities carried out for the specific purpose of acquiring,
developing, and using power and other resources to obtain one’s preferred outcomes.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.348
70. In the context of the charismatic leadership theory, proposed by Robert House, charismatic leaders are likely to:
a. rate low on self-confidence.
b. avoid influencing people.
c. have a firm conviction in their beliefs.
d. have an external locus of control.
e. be dependent on others.
ANSWER: c
RATIONALE: Robert House first proposed a theory of charismatic leadership, based on research findings
from a variety of social science disciplines.His theory suggests that charismatic leaders are
likely to have a lot of self-confidence, a firm conviction in their beliefs and ideals, and a
strong need to influence people.
POINTS: 1
REFERENCES: p.345
71. In the context of the Vroom's decision tree approach, when managers present a problem to their group at a meeting,
define the problem and its boundaries, and then guide group member discussions as they make the decision, they follow
the _____ decision-making style.
a. delegate
b. consult group
c. facilitate
d. consult individually
e. decide
ANSWER: c
RATIONALE: In the context of the Vroom's decision tree approach, when managers present a problem to
their group at a meeting, define the problem and its boundaries, and then guide group
member discussions as they make the decision, they follow the facilitate decision-making
style.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.343
72. In the context of the Vroom's decision tree approach, when a manager allows his group to define for itself the exact
nature and parameters of a problem and then to develop a solution, they follow the _____ decision-making style.
a. facilitate
b. consult individually
c. decide
d. delegate
e. consult group
ANSWER: d
RATIONALE: In the context of Vroom's decision tree approach, when a manager allows a group to define
for itself the exact nature and parameters of a problem and then to develop a solution, they
follow the delegate decision-making style.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.343
73. According to the path-goal theory, a person with an internal locus of control is most likely to prefer _____ leadership.
a. task-oriented
b. achievement-oriented
c. directive
d. supportive
e. participative
ANSWER: e
RATIONALE: According to the path-goal theory, a person with an internal locus of control prefers
participative leadership.
POINTS: 1
REFERENCES: p.339
74. According to the path-goal theory, if people perceive that they are lacking in abilities, they are most likely to prefer
_____ to help them understand path-goal relationships better.
a. supportive leadership
b. directive leadership
c. participative leadership
d. achievement-oriented leadership
e. result-oriented leadership
ANSWER: b
RATIONALE: According to the path-goal theory, if people perceive that they are lacking in abilities, they
prefer directive leadership to help them understand path-goal relationships better.
POINTS: 1
REFERENCES: p.339
75. _____ behavior, identified by the path-goal theory, primarily involves being friendly and approachable, showing
concern for subordinate welfare, and treating members as equals.
a. Directive leader
b. Task-oriented leader
c. Achievement-oriented leader
d. Participative leader
e. Supportive leader
ANSWER: e
RATIONALE: Supportive leader behavior, identified by the path-goal theory, primarily involves being
friendly and approachable, showing concern for subordinate welfare, and treating members
as equals.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.339
76. A supervisor exhibiting _____ behavior, identified by the path-goal theory, is most likely to let subordinates know
what is expected of them, gives guidance and direction, and schedules work.
a. participative leader
b. supportive leader
c. directive leader
d. achievement-oriented leader
e. Task-oriented leader
ANSWER: c
RATIONALE: Directive leader behavior, identified by the path-goal theory, lets subordinates know what is
expected of them, gives guidance and direction, and schedules work.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.339
77. _____ leader behavior, identified by the path-goal theory, primarily involves setting challenging goals, expecting
subordinates to perform at high levels, encouraging subordinates, and showing confidence in subordinates’ abilities.
a. Relationship-oriented
b. Achievement-oriented
c. Directive
d. Participative
e. Supportive
ANSWER: b
RATIONALE: Achievement-oriented leader behavior, identified by the path-goal theory, primarily involves
setting challenging goals, expecting subordinates to perform at high levels, encouraging
subordinates, and showing confidence in subordinates’ abilities.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.339
78. _____ is a theory of leadership which suggests that the primary functions of a leader are to make valued or desired
rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to those rewards.
a. Path-goal theory
b. Leadership trait approach
c. Least-preferred coworker theory
d. Strategic leadership approach
e. Leader–member exchange theory
ANSWER: a
RATIONALE: A theory of leadership suggesting that the primary functions of a leader are to make valued or
desired rewards available in the workplace and to clarify for the subordinate the kinds of
behavior that will lead to those rewards is the path-goal theory.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.338
79. According to Fiedler, _____ is the degree to which the group’s task is well defined.
a. task thread
b. task stream
c. task orientation
d. task structure
e. task parallel
ANSWER: d
RATIONALE: According to Fiedler, task structure is the degree to which the group’s task is well defined.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.337
80. According to Fiedler, the key situational factor of leadership is the _____ from the leader’s point of view.
a. cause of the situation
b. importance of establishing formal lines of communication
c. favorableness of the situation
d. overall objective of the situation
e. importance of an employee-centered environment
ANSWER: c
RATIONALE: According to Fiedler, the key situational factor of leadership is the favorableness of the
situation from the leader’s point of view.
POINTS: 1
REFERENCES: p.337
81. A theory of leadership which suggests that the appropriate style of leadership varies with situational favorableness is
the:
a. Leader–member exchange theory
b. Least-preferred coworker theory
c. Trait approach
d. Managerial Grid approach
e. Vroom's decision tree approach
ANSWER: b
RATIONALE: A theory of leadership that suggests that the appropriate style of leadership varies with
situational favorableness is the LPC theory.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.337
82. According to the Managerial Grid approach, the ideal style of managerial behavior is _____.
a. 1,1
b. 9,9
c. 1,9
d. 5,5
e. 9,5
ANSWER: b
RATIONALE: According to the Managerial Grid approach, the ideal style of managerial behavior is 9,9.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.333
83. According to the Managerial Grid, the _____ manager maintains adequate concern for both people and production.
a. 1,1
b. 9,5
c. 5,5
d. 1,5
e. 9,9
ANSWER: c
RATIONALE: According to the Managerial Grid, the 5,5 manager maintains adequate concern for both
people and production.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.333
84. Sam, the CEO of a company, has the power to take decisions related to resource allocations. His power is mainly
derived from his position in the company. Which power is best demonstrated in the given scenario?
a. Coercive
b. Reward
c. Legitimate
d. Expert
e. Referent
ANSWER: c
RATIONALE: Sam has legitimate power. Legitimate power is power granted through the organizational
hierarchy; it is the power defined by the organization to be accorded to people occupying a
particular position.
POINTS: 1
REFERENCES: p.329
85. If subordinates perceive themselves to have a lot of abilities, they are most likely to:
a. resent managers who delegate work.

b. support a controlling leader.
c. resent directive leadership.
d. resent participative leadership.
e. support an authoritarian leader.
ANSWER: c
RATIONALE: Important personal characteristics include the subordinates’ perception of their own abilities
and their locus of control. If people perceive that they are lacking in abilities, they may prefer
directive leadership to help them understand path-goal relationships better. If they perceive
themselves to have a lot of abilities, employees may resent directive leadership.
POINTS: 1
REFERENCES: p.339
Completion
86. A manager who knows how to interact with an eccentric but important customer has _____ power.
ANSWER: expert
RATIONALE: Expert power is derived from information or expertise. A manager who knows how to
interact with an eccentric but important customer has expert power.
POINTS: 1
REFERENCES: p.331
87. The first organized approach to studying leadership involved trying to identify leadership _____.
ANSWER: traits
physical traits of strong leaders.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.331
88. The models of leadership that look for key situational factors that affect the appropriate style of leadership and the
relationships between the factors are known as _____ approaches.
ANSWER: situational
RATIONALE: Situational models assume that appropriate leader behavior varies from one situation to
another. The goal of a situational theory, then, is to identify key situational factors and to
specify how they interact to determine appropriate leader behavior.
POINTS: 1
REFERENCES: p.334
89. Marina is friendly with her subordinates, and there is a great deal of mutual respect and confidence. According to LPC
theory, Marina's situation possesses good _____.
ANSWER: leader-member relations
RATIONALE: In the LPC theory, leader–member relations refer to the nature of the relationship between
the leader and the work group.
POINTS: 1
REFERENCES: p.337
90. The path-goal theory is the leadership theory that is a direct extension of the _____ theory of motivation.
ANSWER: expectancy
RATIONALE: The path-goal theory of leadership—associated most closely with Martin Evans and Robert
House—is a direct extension of the expectancy theory of motivation.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.338
91. Vroom’s current formulation suggests that managers use one of two different decision trees. To do so, the manager
first assesses the _____ in terms of several factors.
ANSWER: situation
RATIONALE: Vroom’s current formulation suggests that managers use one of two different decision trees.
To do so, the manager first assesses the situation in terms of several factors.
POINTS: 1
REFERENCES: p.340
92. _____ approach predicts what kinds of situations call for different degrees of group participation.
ANSWER: Vroom's decision tree
RATIONALE: Vroom’s decision tree approach predicts what kinds of situations call for different degrees of
group participation.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.340
93. Aligning an organization with its environment requires _____ leadership.

ANSWER: strategic
RATIONALE: Strategic leadership is the capability to understand the complexities of both the organization
and its environment and to lead change in the organization to achieve and maintain a superior
alignment between the organization and its environment.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.346
94. Impression management and inducement are forms of _____ behavior.

ANSWER: political
RATIONALE: Impression management and inducement are forms of political behavior.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.349
NATIONAL STANDARDS: United States - BUSPROG: Communication - BUSPROG: Analytic
95. Managers should get disagreements out in the open so that subordinates will have less opportunity for _____ through
using conflict for their own purposes.
ANSWER: political behavior
RATIONALE: Managers should get disagreements out in the open so that subordinates will have less
opportunity for political behavior through using conflict for their own purposes.
POINTS: 1
REFERENCES: p.350
Matching
Match the following numbered items with the most correct response letter.
A response may be used once, more than once, or not at all.
a. Leader behavior model
b. Situational model
c. Trait model
DIFFICULTY: Easy
REFERENCES: p.332-345
MGMT.GRIF.16. 11-3 - LO: 11-3
MGMT.GRIF.16. 11-4 - LO: 11-4
Generic Approaches to Leadership
Situational Approaches to Leadership
96. Michigan studies

ANSWER: a
POINTS: 1
97. Path-goal theory

ANSWER: b
POINTS: 1
98. Charismatic leadership

ANSWER: c
POINTS: 1
99. LPC theory

ANSWER: b
POINTS: 1
Match the following numbered items with the most correct response letter.
A response may be used once, more than once, or not at all.
a. Coercion
b. Creating an obligation
c. Inducement
d. Persuasion
DIFFICULTY: Easy
REFERENCES: p.349
100. Offering someone something in exchange for support

ANSWER: c
POINTS: 1
101. Use of force to get what you want

ANSWER: a
POINTS: 1
102. Going along with someone to build bargaining power for yourself later
ANSWER: b
POINTS: 1
103. Getting people to go along with you by using logic and reason
ANSWER: d
POINTS: 1
Essay
104. Briefly describe the Leader-Member Exchange approach.

ANSWER: Leadership being such an important area, managers and researchers continue to study it. As a
result, new ideas, theories, and perspectives are continuously being developed. The the
leader–member exchange (LMX) approach, conceived by George Graen and Fred Dansereau,
stresses the importance of variable relationships between supervisors and each of their
subordinates. Each superior–subordinate pair is referred to as a vertical dyad. The model
differs from earlier approaches in that it focuses on the differential relationship that leaders
often establish with different subordinates.
The model suggests that supervisors establish a special relationship with a small number of
trusted subordinates, referred to as the in-group. The in-group usually receives special duties
requiring responsibility and autonomy; they may also receive special privileges. Subordinates
who are not a part of this group are called the out-group, and they receive less of the
supervisor’s time and attention.
Early in his or her interaction with a given subordinate, the supervisor initiates either an in-
group or an out-group relationship. It is not clear how a leader selects members of the in-
group, but the decision may be based on personal compatibility and subordinates’
competence. Research has confirmed the existence of in-groups and out-groups. In addition,
studies generally have found that in-group members have a higher level of performance and
satisfaction than do out-group members.
POINTS: 1
DIFFICULTY: Easy
105. What is the significance of strategic, cross-cultural, and ethical leadership in contemporary business?
ANSWER: Strategic leadership:
Strategic leadership is a new concept that explicitly relates leadership to the role of top
management. It is the capability to understand the complexities of both the organization and
its environment and to lead change in the organization to achieve and maintain a superior
alignment between the organization and its environment.
Cross-cultural leadership.
Another new approach to leadership is based on cross-cultural issues. In this context, culture
is used as a broad concept to encompass both international differences and diversity-based
differences within one culture. Cross-cultural factors play a growing role in organizations as
their workforces become more and more diverse.
Ethical leadership:
Top managers are being called on to maintain high ethical standards for their own conduct, to
exhibit ethical behavior unfailingly, and to hold others in their organization to the same
standards. The behaviors of top leaders are being scrutinized more than ever, and those
responsible for hiring new leaders for a business are looking more and more closely at the
background of those being considered. And the emerging pressures for stronger corporate
governance models are likely to further increase commitment to selecting only those
individuals with high ethical standards and to holding them more accountable than in the past
for both their actions and the consequences of those actions.
POINTS: 1
NATIONAL STANDARDS: United States - BUSPROG: Ethics
STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities
United States - AK - DISC: Leadership Principles
106. Since it is impossible to eliminate political behavior in organizations, people must manage it as best they can.
Describe four methods for managing political behavior.
ANSWER:
By its very nature, political behavior is tricky to approach in a rational and systematic way.
assume that they are. Second, by providing subordinates with autonomy, responsibility,
challenge, and feedback, managers reduce the likelihood of
political behavior by subordinates. Third, managers should avoid using power if they want to
avoid charges of political motivation. Fourth, managers should get disagreements out in the
open so that subordinates will have less opportunity for political behavior through using
conflict for their own purposes. Finally, managers should avoid covert activities. Behind-the-
scenes activities give the impression of political intent, even if none really exists. Other
guidelines include clearly communicating the bases and processes for performance
evaluation, tying rewards directly to performance, and minimizing competition among
managers for resources.
POINTS: 1
DIFFICULTY: Easy

Ch11 Leadership and Influence Processes

Uploaded by

Copyright:

Available Formats

Ch11 Leadership and Influence Processes

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Ch11 Leadership and Influence Processes

Uploaded by

Copyright:

Available Formats

Multiple Choice

1. As a process, leadership can be defined as:

2. As a property, leadership can be best defined as:

3. Which of the following is an example of a good leader in the context of business?

6. Punishment involves the use of _____ power.

11. A supervisor's frequent use of coercion involves the:

16. The first organized approach to studying leadership focused on:

26. Which of the following is a generic approach to leadership?

27. What is the basic assumption of situational approaches to leadership?

28. Which of the following is a situational leadership model?

29. How did Fiedler measure leadership styles?

30. According to Fiedler, a task is structured when it is:

32. In Fiedler's model, favorable situations are those that have:

37. In contrast to Fiedler's theory, path-goal theory assumes that leaders:

41. The concept of charismatic leadership is most closely related to:

44. Which of the following is a defining characteristic of strategic leaders?

46. Which of the following is a prerequisite for effective leadership?

53. Which of the following statements is true of political behavior?

63. _____ power is primarily based on identification, imitation, loyalty, or charisma.

66. _____ power is power granted through the organizational hierarchy.

67. _____ is the ability to affect the behavior of others.

a. resent managers who delegate work.

93. Aligning an organization with its environment requires _____ leadership.

94. Impression management and inducement are forms of _____ behavior.

96. Michigan studies

97. Path-goal theory

98. Charismatic leadership

99. LPC theory

100. Offering someone something in exchange for support

101. Use of force to get what you want

104. Briefly describe the Leader-Member Exchange approach.

You might also like