1.   Which of the following decision procedures would be characterized by a manager who asks other people for their opinion and ideas, then makes the decision alone?

autocratic

consultation

joint decision

delegation

2.   Under which of the following decision procedures would other people have the greatest influence?

autocratic

consultation

joint decision

delegation

3.   Which of the following is most accurate regarding the research conducted on participative leadership by Bragg and Andrews (1973)?

participative leadership did not influence attendance

participative leadership did not influence productivity

participative leadership was not effective with the nursing staff

after three years, the hospital returned to an autocratic leadership style

4.   Which of the following was NOT given as a potential limitation of research on participative leadership?

it is difficult to modify a manager's participative leadership style

it is difficult to measure the different types and levels of participation

it is difficult to isolate the effects of participation

it is difficult to incorporate situation variables

5.   According to the normative decision model, if a manager were to share a problem with their subordinates, obtain collective ideas and suggestions, and then make the decision themselves; they would be using which of the following decision procedures?

AII

CI

CII

GII

6.   According to the normative decision making model, the decision procedure directly effects which of the following?

unit/team performance

the amount of disagreement among subordinates with respect to their preferred alternatives

whether the decision is important or trivial

decision acceptance

7.   Which of the following would be most accurate regarding the Vroom-Yetton (1988) extension of the Vroom-Jago (1973) normative decision model?

fewer situational variables were included in the model

the model became so complex that it was no longer practical

the new model added severe time constraints as an outcome variable

the decision procedures were simplified to incorporate only a yes-no answer to situational variables

8.   Which of the following would NOT be considered effective for encouraging participation?

listen to the dissenting view without getting defensive

show appreciation for suggestions

look for ways to build on ideas and suggestions

do not limit participation by taking notes

9.   Which of the following is most important when deciding what to delegate?

delegate tasks that a subordinate can easily accomplish

delegate tasks that are central to the manager's role

delegate tasks that are urgent and have a high priority

delegate tasks that the manager does not enjoy completing

10.   In the Alvis Corporation case, Kathy should have used which of the following decision procedures when dealing with the decision involving production standards?

Tyrannical

Consultative

Group

Autocratic

1. Incorrect Which of the following decision procedures would be characterized by a manager who asks other people for their opinion and ideas, then makes the decision alone?Your answer: autocraticThe correct answer: consultation

INCORRECT. An autocratic decision procedure would have the manager asking for the opinions of other people.

2. Incorrect Under which of the following decision procedures would other people have the greatest influence?Your answer: autocraticThe correct answer: delegation

INCORRECT. An autocratic decision would be rated as having

the lowest amount of influence from others.

3. Incorrect Which of the following is most accurate regarding the research conducted on participative leadership by Bragg and Andrews (1973)?Your answer: participative leadership did not influence attendanceThe correct answer: participative leadership was not effective with the nursing staff

INCORRECT. Attendance in the experimental condition increased while attendance declined in the control group. The difference was statistically significant.

4. Correct Which of the following was NOT given as a potential limitation of research on participative leadership?Your answer: it is difficult to modify a manager's participative leadership style

CORRECT. Several experiments have been successful in manipulating participative leadership style.

5. Incorrect According to the normative decision model, if a manager were to share a problem with their subordinates, obtain collective ideas and suggestions, and then make the decision themselves; they would be using which of the following decision procedures?Your answer: AIIThe correct answer: CII

INCORRECT. With an autocratic decision, the manager does not discuss the problem with subordinates.

6. Incorrect According to the normative decision making model, the decision procedure directly effects which of the following?Your answer: unit/team performanceThe correct answer: decision acceptance

INCORRECT. Unit/team performance is indirectly affected by the decision procedure.

7. Incorrect Which of the following would be most accurate regarding the Vroom-Yetton (1988) extension of the Vroom-Jago (1973) normative decision model?Your answer: fewer situational variables were included in the

modelThe correct answer: the model became so complex that it was no longer practical

INCORRECT. The new model added several new situational variables.

8. Incorrect Which of the following would NOT be considered effective for encouraging participation?Your answer: listen to the dissenting view without getting defensiveThe correct answer: do not limit participation by taking notes

INCORRECT. In order to encourage continued participation, it is essential to not get defensive or angry.

9. Correct Which of the following is most important when deciding what to delegate?Your answer: delegate tasks that a subordinate can easily accomplish

CORRECT. Delegated tasks should be challenging to a subordinate, but not so difficult that they are unlikely to complete the task successfully.

10. Incorrect In the Alvis Corporation case, Kathy should have used which of the following decision procedures when dealing with the decision involving production standards?Your answer: TyrannicalThe correct answer: Consultative

INCORRECT. A tyrannical (autocratic) decision is inappropriate when the decision quality is important and decision acceptance is not assured.

1.   In general, there is agreement on the optimal number of decision procedures.

TRUE

FALSE

2.   A manager would be using a joint decision procedure if the manager meets with others to discuss the decision problem and they make the decision together.

TRUE

FALSE

3.   According to the causal model of participative leadership, the decision procedure directly effects the quality of the decision.

TRUE

FALSE

4.   After more than 40 years of research, the results consistently indicate that increased participative leadership leads to increased satisfaction and performance.

TRUE

FALSE

5.   According to the Vroom and Yetton model of decision procedures, there are five distinct decision procedures.

TRUE

FALSE

6.   In general, the normative decision model has received empirical support.

TRUE

FALSE

7.   Participative leadership should be used if the manager has the necessary knowledge and is confident that the subordinates will accept the decision.

TRUE

FALSE

8.   When you delegate authority, you are also delegating accountability.

TRUE

FALSE

9.   When delegating, it is important to take back a task when the subordinate is having difficulty completing the task.

TRUE

FALSE

10.   A manager can increase psychological empowerment by developing complex and non-routine tasks for employees.

TRUE

FALSE

1. Incorrect In general, there is agreement on the optimal number of decision procedures.Your answer: TRUEThe correct answer: FALSE

INCORRECT. Although there is general agreement on four general procedures (e.g. autocratic, consultation, joint, and delegation), there has not been agreement on the optimal number of decision procedures.

2. Correct A manager would be using a joint decision procedure if the manager meets with others to discuss the decision problem and they make the decision together.Your answer: TRUE

CORRECT. With a joint decision procedure, the manager has no more influence over the final decision than any participant.

3. Incorrect According to the causal model of participative leadership, the decision procedure directly effects the quality of the decision.Your answer: TRUEThe correct answer: FALSE

INCORRECT. The decision procedure indirectly effects decision quality.

4. Incorrect After more than 40 years of research, the results consistently indicate that increased participative leadership leads to increased satisfaction and performance.Your answer: TRUEThe correct answer: FALSE

INCORRECT. Some research findings indicate improvements in satisfaction, effort, and performance, while others do not.

5. Correct According to the Vroom and Yetton model of decision procedures, there are five distinct decision procedures.Your answer: TRUE

CORRECT. Although Vroom and Yetton classified decisions as autocratic, consultative, or group; they included two varieties of autocratic and consultative decision procedures (for a total of five

decision procedures).

6. Correct In general, the normative decision model has received empirical support.Your answer: TRUE

CORRECT. Although the model has several conceptual and practical weaknesses, the research on the model has been generally supportive.

7. Incorrect Participative leadership should be used if the manager has the necessary knowledge and is confident that the subordinates will accept the decision.Your answer: TRUEThe correct answer: FALSE

INCORRECT. If the manager has the information required to make the decision and the decision is likely to be accepted, it is not necessary to spend time and energy conducting a participative decision procedure. 

8. Incorrect When you delegate authority, you are also delegating accountability.Your answer: TRUEThe correct answer: FALSE

INCORRECT. Although a decision has been delegated, the manager is still responsible for the subordinate's work activities. "You can delegate authority, but you can't delegate accountability!"

9. Incorrect When delegating, it is important to take back a task when the subordinate is having difficulty completing the task.Your answer: TRUEThe correct answer: FALSE

INCORRECT. The manager should provide support and ask the subordinate for their impressions rather than engage in reverse delegation.

10. Correct A manager can increase psychological empowerment by developing complex and non-routine tasks for employees.Your answer: TRUE

CORRECT. An employee's intrinsic motivation and self-efficacy can be improved by developing complex and non-routine tasks

CH NO 5

1.   Dyadic role-making theories are concentrated at which of the following levels of analysis?

intra-individual level

between a leader and another individual

between a leader and a group or team

between a leader and an organization

2.   According to LMX theory, which of the following would be consistent with someone in a low-exchange relationship?

only required to comply with formal role requirements

more likely to be committed than someone with a high-exchange relationship

more likely to have a greater amount of work that someone with a high-exchange relationship

more likely to be mentored than someone with a high-exchange relationship

3.   Which of the following is a common criticism of LMX theory?

most leaders treat all subordinates the same

the theory does not have a standard measurement instrument

there is low agreement between leader and subordinate ratings of LMX.

research on the theory stopped in the early 70s.

4.   If a manager is dependent on the subordinate and the subordinate makes a mistake, the manager is more likely to attribute the poor performance to which of the following?

internal effort

internal ability

external problems

resistance

5.   Under which of the following situations would a subordinate be considered to be using a self-promotion form of proactive impression management?

doing a personal favor

expressing agreement with the person's major ideas

making excuses or apologizing for poor performance

arriving at work early

6.   Which of the following would NOT be considered a generally effective way to deal with performance deficiencies?

try to avoid attribution bias

describe the deficiency in very general terms

ask the person to suggest remedies

express confidence in the individual

7.   Which of the following would NOT be considered a guideline for becoming an effective follower?

resist upward coaching and counseling

support leader efforts to make necessary changes

keep the boss informed about your decisions

take the initiative to deal with problems

8.   Which of the following is a cognitive strategy for self-management?

self-reward

self-monitoring

cue modification

mental rehearsal

9.   Which of the following would be the least likely outcome from empowering employees?

reduced administrative costs

faster resolution of local problems

less time spent on joint activities

stronger task commitment

10.   In the American Financial Corporation Case, which of the following would most likely have been the correct attribution for Don's performance deficiency?

internal effort

internal ability

external problems

resistance

1.IncorrectDyadic role-making theories are concentrated at which of the following levels of analysis?Your answer: intra-individual levelThe correct answer: between a leader and another individual

INCORRECT. Intra individual theories focus on processes within a single individual.

2.CorrectAccording to LMX theory, which of the following would be consistent with someone in a low-exchange relationship?Your answer: only required to comply with formal role requirements 

CORRECT. Less trust and delegation is associated with members with a low-exchange relationship. 

3.IncorrectWhich of the following is a common criticism of LMX theory?Your answer: most leaders treat all subordinates the sameThe correct answer: there is low agreement between leader and subordinate ratings of LMX.

INCORRECT. Most leaders deal with subordinates in a different way, dependent on the relationship, the situation, and the individual.

4.IncorrectIf a manager is dependent on the subordinate and the subordinate makes a mistake, the manager is more likely to attribute the poor performance to which of the following? Your answer: internal effortThe correct answer: external problems

INCORRECT. An internal effort attribution is more likely when the manager feels that the subordinate has the ability but lacks motivation.

5.IncorrectUnder which of the following situations would a subordinate be considered to be using a self-promotion form of proactive impression management?Your answer: doing a personal favorThe correct answer: arriving at work early

INCORRECT. Doing a personal favor would be considered a form of ingratiation.

6.IncorrectWhich of the following would NOT be considered a generally effective way to deal with performance deficiencies?Your answer: try to avoid attribution biasThe correct answer: describe the deficiency in very general terms

INCORRECT. It is essential to avoid drawing conclusions about the reason for the performance deficiency until after all the facts have been gathered.

7.CorrectWhich of the following would NOT be considered a guideline for becoming an effective follower?Your answer: resist upward coaching and counseling

CORRECT. It is actually a good idea to provide upward coaching and counseling, when appropriate.

8.IncorrectWhich of the following is a cognitive strategy for self-management?Your answer: self-rewardThe correct answer: mental rehearsal

INCORRECT. Self-reward is a behavioral strategy.

9.IncorrectWhich of the following would be the least likely outcome from empowering employees?Your answer: reduced administrative costsThe correct answer: less time spent on joint activities

INCORRECT. Due to a reduction in "red tape," administrative costs are often less with empowerment.

10.IncorrectIn the American Financial Corporation Case, which of the following would most likely have been the correct attribution for Don's performance deficiency? Your answer: internal effortThe correct answer: internal ability

INCORRECT. Don was a dedicated worker and tried to get the task completed.

1.   Most early theories of leadership behavior did not consider how a leader's behavior would vary across subordinates.

TRUE

FALSE

2.   According to the initial version of LMX, an exchange relationship with a subordinate was developed very early and remained constant.

TRUE

FALSE

3.   According to LMX theory, a high-exchange relationship has benefits for both manager and employee.

TRUE

FALSE

4.   According to Green and Mitchell's (1979) two-stage attribution model, managers try to determine the cause of the performance in the second stage.

TRUE

FALSE

5.   Impression management can be used for either defensive or proactive techniques.

TRUE

FALSE

6.   When describing a deficiency to a subordinate, it is important to use general criticisms instead of specific examples of performance deficiencies.

TRUE

FALSE

7.   To be effective as a follower, the follower must be willing to risk the displeasure of the leader.

TRUE

FALSE

8.   Cue modification is an effective cognitive strategy for self-management.

TRUE

FALSE

9.   Looking for ways to replace destructive thoughts with positive ones is an example of mental rehearsal.

TRUE

FALSE

10.   In the American Financial Corporation case, Betty does an excellent job of correctly attributing the reasons for Don's poor performance.

TRUE

FALSE

1. Correct Most early theories of leadership behavior did not consider how

a leader's behavior would vary across subordinates.Your answer: TRUE

CORRECT. Different behaviors with different subordinates were largely ignored until work began on dyadic role-making theories and followership.

2. Incorrect According to the initial version of LMX, an exchange relationship with a subordinate was developed very early and remained constant.Your answer: TRUEThe correct answer: FALSE

INCORRECT. The model predicted that an exchange relationship is developed over time.

3. Correct According to LMX theory, a high-exchange relationship has benefits for both manager and employee.Your answer: TRUE

CORRECT. The manager benefits by having more committed and dedicated employees and the subordinates benefit by having more interesting and rewarding job duties.

4. Incorrect According to Green and Mitchell's (1979) two-stage attribution model, managers try to determine the cause of the performance in the second stage.Your answer: TRUEThe correct answer: FALSE

INCORRECT. In the second stage of the model, the manager tries to select the appropriate response to correct a problem.

5. Correct Impression management can be used for either defensive or proactive techniques.Your answer: TRUE

CORRECT. Defensive tactics are used to justify poor performance, and proactive tactics are used to elicit respect and affection from others.

6. Incorrect When describing a deficiency to a subordinate, it is important to use general criticisms instead of specific examples of performance deficiencies.Your answer: TRUE

The correct answer: FALSE

INCORRECT. When dealing with correcting performance deficiencies, it is important to use specific behavior or specific examples of performance deficiencies.

7. Correct To be effective as a follower, the follower must be willing to risk the displeasure of the leader.Your answer: TRUE

CORRECT. The follower may be developing a high level of mutual trust and respect by taking action that may lead to the leader's displeasure.

8. Incorrect Cue modification is an effective cognitive strategy for self-management.Your answer: TRUEThe correct answer: FALSE

INCORRECT. The effective cognitive strategies include positive self-talk and mental rehearsal.

9. Incorrect Looking for ways to replace destructive thoughts with positive ones is an example of mental rehearsal.Your answer: TRUEThe correct answer: FALSE

INCORRECT. Replacing destructive thoughts with positive ones is an example of positive self-talk.

10. Incorrect In the American Financial Corporation case, Betty does an excellent job of correctly attributing the reasons for Don's poor performance.Your answer: TRUEThe correct answer: FALSE

INCORRECT. Betty attributes the poor performance as a problem with internal effort, when most likely the problem is an internal ability problem.

CH no 6

1.   Which of the following influence processes would best explain why the target person becomes committed to support and implement proposals espoused by the agent because they appear to be intrinsically desirable and correct in relation to the target's values, beliefs, and self-image?

instrumental compliance

internalization

personal identification

resistance

2.   According to French and Raven's (1959) taxonomy of power types, which of the following would be classified as a form of position power?

information power

ecological power

expert power

coercive power

3.   Which of the following would be least effective when using legitimate power?

insist on compliance if necessary

circumvent proper channels if necessary

follow up to verify compliance

make polite and clear requests

4.   According to the Social Exchange Theory (Hollander, 1958; and Jacobs, 1970) power is maintained and developed by which of the following?

accumulating idiosyncratic credits

demonstrating expertise in coping with important problems

maintaining centrality of the subunit within the work flow

possessing unique expertise

5.   Rational persuasion, as an influence behavior is most representative of which of the following?

telling someone of the potential benefits for them from following your request

indicating that the target person is the best person for the job

asking the person to complete the task as a personal favor

explaining to someone the potential benefits for the organization from following your request

6.   When someone seeks the aid of others to persuade the target to do something, they are most likely using which of the following forms of influence behavior?

consultation

coalition

collaboration

legitimating

7.   Which of the following influence tactics is least likely to result in target commitment?

rational persuasion

inspirational appeals

apprising

collaboration

8.   Which of the following influence tactics is more likely to be used laterally as compared to downward?

rational persuasion

pressure

inspirational appeals

personal appeals

9.   If you were unsuccessful with an initial influence attempt, you would be most likely to use which of the following in a follow-up attempt?

ingratiation

rational persuasion

consultation

coalition

10.   In the Restview Hospital case, what was the main type of power that Jack had over Mary?

expert

referent

legitimate power

personal power

1. Incorrect Which of the following influence processes would best explain why the target person becomes committed to support and implement proposals espoused by the agent because they appear to be intrinsically desirable and correct in relation to the target's values, beliefs, and self-image?Your answer: instrumental complianceThe correct answer: internalization

INCORRECT. With instrumental compliance the person carries out the requested action for the purpose of obtaining a tangible reward or avoiding punishment

2. Incorrect According to French and Raven's (1959) taxonomy of power types, which of the following would be classified as a form of position power?Your answer: information powerThe correct answer: coercive power

INCORRECT. Information power is classified as a form of position power, but it was not originally identified by French and Raven.

3. Incorrect Which of the following would be least effective when using legitimate power?Your answer: insist on compliance if necessaryThe correct answer: circumvent proper channels if necessary

INCORRECT. If someone is not complying, it may be necessary to insist. If they are able to circumvent your authority, they will be less likely to comply in the future.

4. Correct According to the Social Exchange Theory (Hollander, 1958; and Jacobs, 1970) power is maintained and developed by which of the following?Your answer: accumulating idiosyncratic credits

CORRECT. Idiosyncratic credits are accumulated by demonstration of good judgment.

5. Incorrect Rational persuasion, as an influence behavior is most representative of which of the following?Your answer: telling someone of the potential benefits for them from following your requestThe correct answer: explaining to someone the potential benefits for the organization from following your request

INCORRECT. Telling someone of the potential benefits for them from following your request would be an example of apprising.

6. Incorrect When someone seeks the aid of others to persuade the target to do something, they are most likely using which of the following forms of influence behavior?

Your answer: consultationThe correct answer: coalition

INCORRECT. Consultation occurs when you ask someone else to suggest improvements to a proposal.

7. Incorrect Which of the following influence tactics is least likely to result in target commitment?Your answer: rational persuasionThe correct answer: apprising

INCORRECT. Rational persuasion is generally considered a highly effective tactic.

8. Incorrect Which of the following influence tactics is more likely to be used laterally as compared to downward?Your answer: rational persuasionThe correct answer: personal appeals

INCORRECT. Rational persuasion is widely used in all directions.

9. Incorrect If you were unsuccessful with an initial influence attempt, you would be most likely to use which of the following in a follow-up attempt?Your answer: ingratiationThe correct answer: coalition

INCORRECT. Ingratiation is used most frequently in initial influence attempts.

10. Incorrect In the Restview Hospital case, what was the main type of power that Jack had over Mary?Your answer: expertThe correct answer: legitimate power

INCORRECT. Mary actually had the potential to have expert power. However, she did not exercise her expert power base.

1.   Influence is the essence of leadership.

TRUE

FALSE

2.   Power involves the rights, prerogatives, obligations, and duties associated with particular positions in an organization or social system.

TRUE

FALSE

3.   Delaying action in the hope that the agent will forget about a request is actually a form of resistance.

TRUE

FALSE

4.   Expert power would be considered a form of position power.

TRUE

FALSE

5.   To preserve equity when offering rewards, it is important to offer everyone the same type of rewards.

TRUE

FALSE

6.   When using coercive power it is sometimes important to establish credibility by demonstrating that you will use punishment and have the ability to cause unpleasant consequences for the target person.

TRUE

FALSE

7.   Social exchange theory explains how some organizational subunits gain or lose power to influence important organizational decisions.

TRUE

FALSE

8.   An agent would be described as using collaboration if they offer ways to reduce the cost of compliance for the target.

TRUE

FALSE

9.   Rational persuasion is more likely to be used in a lateral direction than in an upward direction.

TRUE

FALSE

10.   Ingratiation is most frequently used for initial requests as compared to follow-up attempts.

TRUE

FALSE

1. Correct Influence is the essence of leadership.Your answer: TRUE

Submit for Grade

CORRECT. To be effective as a leader, it is necessary to influence people to carry out requests, support proposals, and implement decisions.

2. Incorrect Power involves the rights, prerogatives, obligations, and duties associated with particular positions in an organization or social system.Your answer: TRUEThe correct answer: FALSE

INCORRECT. Authority involves the rights, prerogatives, obligations, and duties associated with particular positions in an organization or social system.

3. Correct Delaying action in the hope that the agent will forget about a request is actually a form of resistance.Your answer: TRUE

CORRECT. Any action that does not result in at least compliance would be considered resistance.

4. Incorrect Expert power would be considered a form of position power.Your answer: TRUEThe correct answer: FALSE

INCORRECT. The forms of position power include: (1) legitimate; (2) reward; (3) coercive; (4) information; and (5) ecological.

5. Incorrect To preserve equity when offering rewards, it is important to offer everyone the same type of rewards.Your answer: TRUEThe correct answer: FALSE

INCORRECT. To effectively use rewards, it is important to provide rewards that are valued by the person being rewarded. Since different people value different types of rewards, you should structure the reward for the person.

6. Correct When using coercive power it is sometimes important to establish credibility by demonstrating that you will use punishment and have the ability to cause unpleasant consequences for the target person.Your answer: TRUE

CORRECT. People will not respond to your threats to use coercive power, it they do not believe that you are willing to use it. 

7. Incorrect Social exchange theory explains how some organizational subunits gain or lose power to influence important organizational decisions.Your answer: TRUEThe correct answer: FALSE

INCORRECT. Social exchange theory explains how idiosyncratic credits are used to acquire and maintain power.

8. Correct An agent would be described as using collaboration if they offer ways to reduce the cost of compliance for the target. Your answer: TRUE

CORRECT. With collaboration, the target offers to provide the resources necessary to make it easier for the agent to comply.

9. Incorrect Rational persuasion is more likely to be used in a lateral direction than in an upward direction.Your answer: TRUEThe correct answer: FALSE

INCORRECT. Rational persuasion is widely used in all directions.

10. Correct Ingratiation is most frequently used for initial requests as compared to follow-up attempts.Your answer: TRUE

CORRECT. Ingratiation is most effective if used for an initial request.

1. Explain, in detail, the steps you would take if you decided to begin implementing participative decision-making in your organization. Be sure to discuss the process, as well as the type of decisions you would begin with and why.

Explain the process of leader attribution about subordinate behavior. What are the possible results of inaccurate attributions by the leader.

The Sporting Goods Store case provided an opportunity to examine the different influence tactics and how to use them. Explain what you would do to influence your subordinates if you were in a situation similar to Bill's (e.g. a manager with very little position power).