CHAPTER 10

TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.
1) The terms manager and leader mean basically the same thing.
⊚ true
⊚ false

2) Choice of job assignment to a subordinate is a part of a tangible reward.

⊚ true
⊚ false

3) The authority that a manager has based on the manager's position in the organization's
hierarchy is known as expert power.
⊚ true
⊚ false

4) When leaders show their subordinates that they trust and respect them, they are trying to
initiate structure.
⊚ true
⊚ false

5) Effective leaders and managers perform both initiating structure and consideration leader
behaviors.
⊚ true
⊚ false

6) Contingency models of leadership take into account the context within which the manager
acts.
⊚ true
⊚ false

7) According to Fred Fiedler, managers should change their style to adapt to different kinds of
situations.
⊚ true
⊚ false
8) Veronica is CEO of a company and she has several division managers who report to her. As
such, she wields position power.
⊚ true
⊚ false

9) Robert House’s path-goal theory focuses on what a leader can do to motivate subordinates to
achieve organizational goals.
⊚ true
⊚ false

10) When transformational leadership occurs, employees trust the managers, are highly
motivated, and help the organization achieve its goals.
⊚ true
⊚ false

11) Subordinates trying to resist the influence of female managers more than male managers is
one of the reasons for female managers being more directive.
⊚ true
⊚ false

12) Emotional intelligence in a leader encourages followers to be creative because the followers
are more likely to take risks.
⊚ true
⊚ false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or
answers the question.
13) The process by which one person exerts influence over others and inspires, motivates, and
directs their activities is known as
A) empowerment.
B) management.
C) leadership.
D) change management.
14) Miranda is a manager of a retail store. She believes that her job is to inspire and motivate her
salespeople in addition to directing their activities. Miranda demonstrates the characteristics
of a
A) follower.
B) leadership substitute.
C) coercive leader.
D) leader.

15) A manager’s ________ leadership style is the specific ways in which they choose to
influence others.
A) legitimate
B) personal
C) reward
D) expert

16) Vicky works for a nonprofit that provides transitional housing for homeless families. Perhaps
because this is a stressful job, it is important to her that her employees feel they are able to
develop as individuals and that their needs are met. Vicky illustrates the concept of ________
leadership.
A) servant
B) expert
C) reward
D) task-oriented

17) Irina is an associate director in a medical research facility. Irina goes out of her way to help
her employees, especially if she knows they are going through a rough time in their personal
life. She always shows a strong desire to help and work for the benefit of others. Irina’s style
of leading is ________ leadership.
A) personal
B) professional
C) effective
D) servant
18) George travels to Japan to learn about plastic injection molding techniques in a factory that is
partnering with his factory in Tennessee. When he gets to the Japanese factory, he is
surprised to see workers focusing much more on group goals rather than meeting their
individual production rates. What George is witnessing is a(n) ________ culture.
A) collectivistic
B) individualistic
C) nurturing
D) low uncertainty avoidance

19) Mika is a manager for a struggling company. Her employees have started to lose motivation
due to pressures from stockholders. Mika meets with them and points out that the company
depends on them to survive, and the employees start working extra hours and innovating to
improve the situation. As Mika is able to get her employees to behave differently in the
interests of the company, she demonstrates
A) power.
B) initiating structure.
C) philosophy.
D) task orientation.

20) Lamar works for a distribution center. He has been a receiving department shift supervisor
for four years. Today, he started a new position as shift supervisor for all departments. Lamar
is the same person he was yesterday and has the same style and approach to his job, but he
now has the ability to make much larger purchases, to hire and fire people, and to move
resources among departments. Lamar’s new powers are examples of ________ power.
A) coercive
B) legitimate
C) reward
D) referent

21) Mitchell, the divisional manager at an airline company, has to consult with Lashawn when it
comes to the hiring procedures of the company because Lashawn is a senior human resources
manager. Lashawn enjoys the privileges of ________ power.
A) reward
B) referent
C) legitimate
D) coercive
22) Because Ashanti is a department manager, she has reward power. As a result of this power,
she
A) is able to give pay raises.
B) is an expert in the eyes of her subordinates.
C) can give verbal reprimands.
D) provides technical expertise to her subordinates.

23) As regional manager, Nina is able to determine bonuses on her employees based on their
performance. This means that Nina has ________ power.
A) legitimate
B) reward
C) expert
D) referent

24) Because Shuang is the assistant manager at Lucky Liquors, she is able to give or withhold
tangible rewards. Therefore, Shuang is able to
A) delegate choice job assignments.
B) give verbal praise.
C) give a pat on the back.
D) grant respect.

25) Diaz manages a large department store, and as a result, she has the capacity to give the store’s
employees written warnings, reduce their work hours if they are not productive, or fire them
if they do not perform adequately. This is an example of her ________ power.
A) coercive
B) legitimate
C) referent
D) expert

26) Giovanna, a construction crew supervisor, uses her coercive power effectively to motivate
employees. Because of her coercive power, Giovanna is able to
A) fire a subordinate.
B) monitor her subordinates.
C) show respect for subordinates.
D) hire a subordinate.
27) The type of power that is based on the specialized knowledge and skills of the leader is
________ power.
A) legitimate
B) referent
C) expert
D) coercive

28) Dory has been the marketing head at Pastel Painters for the last seven years. Her marketing
plans are well formulated and executed. Based on her knowledgeable and proficient
background, many colleges in the region invite Dory for a paper presentation on marketing.
These invitations stem from her ________ power.
A) coercive
B) empowerment
C) expert
D) consideration

29) Lincoln is a dentist at a large practice. Unlike some of the other dentists at his practice, he is
constantly reading dental journals and actively participating in dental discussion forums. He
also attends at least three training events per year. He is better informed than any of the other
dentists in his practice, and everyone who works there knows it and seeks him out for advice.
Lincoln has a high level of ________ power.
A) coercive
B) empowerment
C) expert
D) consideration

30) Flynn carved his first bow and arrow set when he was five years old. Since then, he has
handcrafted bows that he has used to win world archery championships, and it is generally
accepted that his bows perform better than any other bows on the market. Recently, he was
hired as a production supervisor to help a small archery company design equipment. Given
Flynn’s background, what would be the best way for him to execute his leadership role?
A) punish workers who do not follow his instructions on carving
B) remind employees that he is one of the best, so he knows what he is saying
C) explain how different carving techniques work to help his workers create better
products
D) ask employees how they would structure the bow-making process and strive to serve
them
31) Abraham oversees the contracts process at a major university. He has noticed that he spends
much of his time checking over his subordinates’ work and authorizing them to submit
contracts. Oftentimes, since the contracts are specialized by academic department and
external agency, his employees have to explain to him what he is signing or authorizing.
What should Abraham do to empower his employees so that they can improve efficiency by
reducing the time they spend on these tasks?
A) hire another manager to help him watch his team more closely
B) implement harsher punishments whenever a typo or other mistake occurs in a contract
C) give his employees the authority to make more contract-related decisions themselves
D) restrict his employees’ ability to make wording decisions so he can reduce errors

32) The power of a leader that comes from the respect and loyalty of subordinates is known as
________ power.
A) reward
B) legitimate
C) coercive
D) referent

33) When David realized the settings on the machine were slightly off so that the product on the
assembly line was imperfect, he made the adjustments himself without having to go to his
supervisor for permission. This illustrates the concept of
A) coercion.
B) leadership.
C) empowerment.
D) delegation.

34) Tryon Tractors gives assembly-line workers the authority to shut down the production line
whenever they believe that there is a quality defect in the production process. In granting this
authority to their workers, Tryon has implemented
A) empowerment.
B) relationship-oriented power.
C) consideration power.
D) referent power.
35) Shawnee Events Center gives its booth supervisors the authority to decide when to give a
free ticket for a future event to a customer who has been to a performance that ended early or
that experienced technical difficulties at some point. This is an example of
A) facilitation.
B) empowerment.
C) bureaucracy.
D) charisma.

36) A factory supervisor allows a production worker to reject any parts that the worker feels do
not measure up to the required quality standards. This is an example of
A) transformation.
B) transaction.
C) empowerment.
D) directive leadership.

37) A production supervisor delegates to production workers the responsibility to schedule their
own work activities depending on the job requirements on the daily schedule. This is an
example of
A) initiating structure.
B) empowerment.
C) an unfavorable leadership situation.
D) participation.

38) Fatima scored extremely well on a variety of standardized tests, and her college grades were
perfect. Egan, the human resources director for X-Solutions Group, said she aced all of his
screening tests and was perhaps the most intelligent applicant he had ever encountered.
Given what he currently knows about Fatima, Egan most likely feels she would be most
useful to X-Solutions in a position
A) that requires her to closely control the behavior of subordinates.
B) in a department that is going through a period of uncertainty.
C) developing solutions to complex problems.
D) that requires meeting many demands simultaneously.

39) The premise that effective leaders possess personal qualities that set them apart from
ineffective leaders is based on the ________ model.
A) task-oriented
B) path-goal
C) contingency
D) trait
40) Integrity and honesty help managers become effective leaders by helping them
A) understand complex issues and solve problems.
B) make good decisions and discover ways to increase efficiency and effectiveness.
C) deal with uncertainty and make difficult decisions.
D) behave ethically and earn their subordinates' trust and confidence.

41) Aaron has the leadership attribute of dominance, Bill has the attribute of honesty, Carmine
has the attribute of maturity, and David has the attribute of stress tolerance. Ellen is going to
have to either restructure her coal gasification facility or close it down due to uncertainty in
the energy market. According to the trait model, which of the four leaders mentioned above
should she hire to lead her facility through the upcoming transition?
A) Aaron
B) Bill
C) Carmine
D) David

42) Which trait related to effective leadership helps managers effectively influence subordinates
and persist when faced with obstacles or difficulties?
A) dominance
B) honesty
C) maturity
D) self-confidence

43) Steven manages a nonprofit that provides housing assistance for low-income families.
Whenever things do not go as he had planned, he calls employees into this office, curses at
them, beats on his table, and says they are making him look bad. Which trait related to
effective leadership is Steven lacking?
A) dominance
B) honesty
C) maturity
D) tolerance for stress

44) What trait related to effective leadership helps managers deal with the many demands they
face?
A) dominance
B) self-confidence
C) maturity
D) high energy
45) Evan is the owner and manager of a tutoring company. He often lets his employees open the
business when he has a busy morning, and he lets them record their own tutoring hours
without verifying them because he trusts them fully. Evan is practicing
A) initiating structure.
B) consideration.
C) coercion.
D) escalation of commitment.

46) When Boris’s employee, Parnell, approached him to talk about Parnell’s sick child, Boris
listened with empathy and suggested that Parnell work from home for a few days to lower his
stress level. What is Boris displaying?
A) initiating structure
B) consideration behavior
C) empowerment
D) escalation of commitment

47) An assisted-living facility conducts friendly competitions between teams of employees and
rewards them with bagels every Friday morning. The main purpose of these games is to
promote togetherness in the organization. This effort by the management of the facility best
describes
A) initiating structure.
B) consideration.
C) empowerment.
D) task-structure.

48) When a leader assigns work to a subordinate and makes sure that the work gets done
acceptably, the leader is engaging in
A) empowerment.
B) initiating structure.
C) consideration.
D) relationship-oriented behavior.

49) When a leader motivates subordinates to do a good job, the leader is engaging in
A) initiating structure.
B) expert power.
C) coercive power.
D) empowerment.
50) Gena is the hiring manager for Wired Lines, an electrical wiring service. When she looks at
the current state of the company, she sees that the employees and management do not have
much mutual trust or respect, guidelines for performing jobs are very inconsistent and
ambiguous, and the supervisors have little authority to make changes or take action. She feels
that the situation is a mess, but she needs to hire a manager to oversee several teams of
electricians. Which person should she hire to most effectively lead in this situation?
A) Alice, who is very charismatic, loves people, and wants to be liked
B) Bronson, who is very relaxed and is a “hands-off” leader, letting workers do whatever
they want
C) Parul, who is very focused and concerns herself with completing each individual job
properly
D) Lisa, who is very quiet, likes group harmony, and strives to serve her subordinates

51) Riley manages a consumer loan center. Corporate has recently instituted new rules that have
unintentionally doubled the workload on Riley’s employees. Riley sees many of his people
crying, sighing, and putting their heads down in frustration. Riley knows he needs to help by
using the most effective leadership style he can. According to path-goal theory, how should
Riley lead his employees?
A) He should assign tasks, set goals, and demonstrate how to do the tasks required for
each job.
B) He should let the employees brainstorm to decide just how much work they should
do.
C) He should set even more challenging goals and tell employees he is confident that
they can do it.
D) He should let them know he understands their frustration, making sure they get help if
they need it.

52) Which model of leadership takes into account the situation or context within which
leadership occurs?
A) traits
B) contingency
C) empowerment
D) path-goal
53) Savon is a line foreman in a metal fabricating plant. He often measures and inspects projects
as they are being built and requires the workers to make changes or do things differently.
Some employees like him, and some do not, but they all agree he makes sure every job gets
done and gets done properly. Savon is a ________ type of leader.
A) considerate
B) task-oriented
C) charismatic
D) relationship-oriented

54) Seok tries to get along with his subordinates and genuinely likes them and wants them to like
him. Which type of leader is Seok?
A) considerate
B) task-oriented
C) transformational
D) relationship-oriented

55) According to Fiedler, what is a characteristic that managers cannot change based on the
situation?
A) knowledge base
B) motivation
C) consideration
D) leadership style

56) When they heard that the company might be laying off workers, the marketing team went to
the director of marketing to inquire about it because they trusted the director to tell them the
truth. After all, the director had always been honest with them in the past and they were in
turn loyal to her. According to Fiedler, this is known as ________ relations.
A) empowerment
B) task-oriented
C) leader-member
D) initiating structure

57) Which term refers to the amount of legitimate, reward, and coercive power that a leader has
by virtue of his or her position in an organization?
A) leader style
B) task structure
C) position power
D) leader relations
58) Fiedler used the term “leader style” to refer to
A) the manager's characteristic approach to leadership.
B) how clearly subordinates understand the task to be done.
C) the authority a leader has due to his or her position in the organization.
D) how well people like and trust their leader.

59) Which person best describes relationship-oriented leaders?

A) Amil, whose primary concern is to develop good relationships with his subordinates
and to be liked by them
B) Corrine, whose primary concerns are to ensure that subordinates perform at a high
level and that tasks are completed fully
C) Amelia, whose primary concern is to develop a team that is better than the rest
D) Robert, whose primary concerns are to ensure that teams work independently and
constructively

60) Fiedler uses the term “task structure” to refer to the

A) behavior indicating that a manager trusts, respects, and cares about subordinates.
B) extent to which the work of subordinates is clear so that they know what to do and
how to do it.
C) amount of legitimate, reward, and coercive power that a leader has by virtue of his or
her position.
D) extent to which followers like, trust, and are loyal to their leader.

61) Asabi is a middle manager in a business office. She was put into the leadership role with little
guidance and no clear expectations, and she now leads a team that is notoriously difficult.
Her employees have never liked any supervisor, and do not like her. Given her situation,
Asabi will likely be most successful if she is
A) task-oriented.
B) relationship-oriented.
C) participative.
D) autocratic.

62) The leadership model that focuses on how managers motivate subordinates by identifying
their desired outcomes, rewarding them for high performance and the attainment of work
goals with these desired outcomes is
A) the transformational leadership theory.
B) House's path-goal theory.
C) the leader substitutes model.
D) Fiedler's model.
63) Path-goal theory is a contingency model because it proposes that the steps managers should
take to motivate subordinates depend on
A) the nature of the employees and the type of work they do.
B) market and individual customer demands.
C) the supply costs and quality possible, based on the budget.
D) the task difficulty and expected task length.

64) The type of leadership behavior that is most similar to "initiating structure" of the behavior
model is
A) consideration.
B) directive behavior.
C) supportive behavior.
D) participation.

65) Monaco’s subordinates cannot seem to get their work done on time. She has spoken with
them, and they say it is just impossible to complete everything that is asked of them. Monaco
knows they can do it, because she used to do the same job and once felt the same way before
she figured it out. Monaco should deal with the situation by using ________ behavior.
A) supportive
B) directive
C) participative
D) achievement-oriented

66) The type of behavior that is the most similar to "consideration" of the behavior model is
________ behavior.
A) initiating
B) directive
C) supportive
D) participative

67) Participative behavior is used to

A) allow subordinates to have a say in matters that concern them.
B) show subordinates how to complete tasks and take concrete steps to improve
performance.
C) express concern for subordinates and look out for their best interests.
D) motivate subordinates to perform at the highest level possible.
68) Bill, a construction crew leader, hires only carpenters that have the knowledge and skill to do
all of his company’s jobs with little or no instruction or direct supervision. Bill’s hiring
method serves as a type of
A) empowerment.
B) initiating structure.
C) consideration.
D) leadership substitute.

69) Which theory alerts managers that sometimes they do not need to exert influence over
subordinates and thus can free up their time for other important activities?
A) Fiedler's contingency model
B) House's path-goal theory
C) the leader substitutes model
D) the leadership effectiveness theory

70) The leadership substitutes model suggests that under certain conditions managers do not have
to play a leadership role
A) when employees may not be able to accept the company's management's philosophy.
B) when the company is facing large changes in personnel, and there is no way of
determining which employees will remain.
C) because members of an organization sometimes can perform at a high level without a
manager exerting influence over them.
D) because employees are not willing to accept changes and will continue to perform the
same tasks regardless of management oversight.

71) Tyreek meets once a week with his employees. He discusses with them how they are making
an important contribution to the company with their work and offers extra training to anyone
who requests it. Tyreek’s leadership style most closely resembles ________ leadership.
A) consideration
B) empowerment
C) transformational
D) transactional
72) Bella, the new CEO for FiberCast, a manufacturer of netting and rope, anonymously walked
through her main facility and heard some workers complaining about having to do a
meaningless job. As a transformational leader, what is the best way for Bella to respond to
what she heard?
A) Punish the workers for not being team players.
B) Put the workers into more important positions.
C) Explain to the workers how their jobs are critical to the company’s success.
D) Ignore the comments, realizing that most workers complain as a way to relieve stress.

73) Josiah heads an insurance company that he would like to move to a higher level of
performance. Lately, his managers have been telling him that there are some issues with how
policies are being marketed, mainly due to the way management has structured its procedures
for creating policies. One of the managers asks Josiah how they should deal with the
employees in case they become aware of the problem. As a transformational leader, what is
the best answer for Josiah to tell the manager?
A) that this is a management problem and it does not concern the employees
B) to inform the workers of the situation and challenge them to help solve it
C) to acknowledge the problem exists, but withhold the details from employees
D) employees should be told they are at fault and need to fix it

74) What is a characteristic of a transformational manager?

A) holding subordinates to a structured methodology for task completion
B) engaging in developmental consideration of others
C) completing tasks without making major changes to organizational procedures
D) relying on reward and punishment as the primary means of motivation

75) Ali is an enthusiastic leader who believes in his ideas. Ali often stops to explain to other
workers how badly he wants the company to succeed and how great life will be for all of
them when they carry out his ideas. Ali is best described as a ________ leader.
A) transformational
B) charismatic
C) transactional
D) path-goal
76) Abilene is the CEO of a dental products supplier. Each week she holds pep rallies where she
runs into the room and cheers, telling the employees how their company will revolutionize
dental care around the world and how great their mission is. What type of leader is Abilene?
A) transformational
B) charismatic
C) transactional
D) considerate

77) When a manager shares information with subordinates in such a way that they become aware
of problems and the need for change, and in turn, they take ownership and view problems as
challenges, the manager has engaged in which aspect of transformational leadership?
A) initiating structure
B) developmental consideration
C) charisma
D) intellectual stimulation

78) Hakeem manages a sheet metal shop, and he constantly looks for classes for his employees to
take, searches for online videos describing better fabricating methods he can share with his
employees, and tries to promote from within the shop. Haskeem is engaging in
A) initiating structure.
B) developmental consideration.
C) charisma.
D) intellectual stimulation.

79) Charles lets his employees know when there is a problem so they can all work to fix it. He
even discusses problems that are the company’s fault and are typically withheld from
employees. What type of manager is Charles?
A) transformational
B) charismatic
C) transactional
D) relationship-oriented

80) Agatha oversees a sales call center for a mattress distributor. She motivates her subordinates
primarily by giving them pay bonuses and longer breaks if they achieve high sales numbers,
and by scheduling them for shifts they do not want to work and shortening their breaks if
they achieve low sales. Agatha most reflects the style of a ________ leader.
A) transformational
B) transactional
C) structured
D) considerate
81) What type of leadership most promotes trust by employees in their leaders and organizations?
A) transformational
B) charismatic
C) transactional
D) servant

82) A manager who is a transactional leader

A) uses reward and coercive powers.
B) communicates vision to subordinates.
C) intellectually stimulates subordinates.
D) encourages subordinates to grow.

83) Monette heads Destination Done, a delivery company that has posted negative earnings for
several quarters. It is clear the company is having difficulties and needs a new approach.
Which leadership approach is most likely to help Monette lead Destination Done to long-term
effectiveness?
A) transformational
B) charismatic
C) transactional
D) contingency

84) Carmine has been hired as a manager at Jump Up, a trampoline manufacturer. At Jump Up,
several departments have never been led by a female, and some of the workers are resistant
to following Carmine. Carmine can deal with this by
A) asking workers for feedback on the newest trampoline designs.
B) punishing the biased workers more harshly when they make errors.
C) avoiding interacting with employees who hold these negative, biased views.
D) making it a point to make the final decisions about design and packaging herself.

85) Paulo has been promoted to a position where he will be responsible for hiring employees for
leadership roles in his firm. In which situation would Paulo most likely benefit the most from
hiring a man rather than a woman?
A) when he needs an effective leader
B) if he needs a manager with great interpersonal skills
C) when he wants someone who will make decisions on their own, their own way
D) if he wants tasks to be clearly organized
86) Bodhi hires a lot of people in leadership roles at her cosmetics company. She knows that if
she hires a female candidate instead of a male, the candidate is likely to
A) be less considerate.
B) show less engagement in initiating structure.
C) be more participative.
D) make more decisions on their own.

87) Compared to women, men as leaders tend to

A) be more participative.
B) initiate structure more.
C) be harsher when punishing workers.
D) be more effective leaders.

88) Gender-based research on leader behaviors has found that

A) male and female managers tend to differ significantly in their effectiveness as leaders.
B) female managers engage in more consideration and initiating structure behaviors than
male managers.
C) male and female managers do not differ significantly in their tendencies to perform
different leader behaviors.
D) women engage in more consideration than men, while men engage in more
participative behaviors.

89) Claire’s manager won’t recommend her for a leadership position because he believes women
are too emotional and not task-oriented enough. Her manager is perpetuating the
A) gender standard.
B) emotional intelligence myth.
C) stalled elevator.
D) glass ceiling.

90) A leader's level of ________may play a particularly important role in leadership because it
may help them develop a vision for their organizations, motivate their employees to commit
to this vision, and energize them to enthusiastically work to achieve this vision.
A) creativity
B) experience
C) pay
D) emotional intelligence
91) Sanjay directs a team of creative writers for an advertising firm. He tells Susan, another team
director, that she needs to be aware that creative writing creates a lot of strong feelings
because motivation and inspiration can be very inconsistent. Sanjay has always done a
fabulous job leading creative teams because he recognizes the thoughts and feelings involved
in the process. Sanjay has a high degree of
A) creative thinking.
B) consideration.
C) emotional intelligence.
D) transactional thinking.

92) In many ways, a major part of leadership effectiveness, including encouraging and
supporting creativity among subordinates and helping leaders develop a vision for their
organizations, is
A) creative thinking.
B) consideration.
C) emotional intelligence.
D) transactional thinking.
ESSAY. Write your answer in the space provided or on a separate sheet of paper.

93) List any three types of power that are available to a manager and explain what they
mean.

The various types of power available to a manager are legitimate, reward, coercive, expert, and
referent.
Legitimate power is the authority a manager has by virtue of his or her position in an
organization's hierarchy.
Reward power is the ability of a manager to give or withhold tangible rewards (pay
raises, bonuses, and choice job assignments) and intangible rewards (verbal praise, a pat
on the back, respect)
Coercive power is the ability of a manager to punish others.
Expert power is based on the special knowledge, skills, and expertise that a leader
possesses.
Referent power is the power that comes from subordinates' and coworkers' respect,
admiration, and loyalty.

94) Li Ming is a manager in an IT firm. When she was hired, she was current on all of the
latest technology. Now, five years later, some of her new hires seem to know more than
she does, and she is beginning to feel that they do not value her input because they
know more about the job than she does. She wants to stay ahead of her employees on
the latest trends and be a source of knowledge for them. Discuss the various ways Li
Ming can take steps to ensure that she has an adequate amount of expert power to
perform her leadership roles.

Student answers will vary

Expert power is based on the special knowledge, skills, and expertise that a leader possesses. The
nature of expert power varies, depending on the leader's level in the hierarchy. First-level and
middle managers often have technical expertise relevant to the tasks their subordinates perform.
Their expert power gives them considerable influence over subordinates. Managers can increase
their expert power by additional training or education in order to keep up-to-date with the latest
ideas in their field, by attending meetings of professional associations, and by reading widely in
their field. Leah can increase her expert power by joining a professional organization for IT
managers and attending their conferences. She can also participate in online forums and
subscribe to newsletters, correspond frequently with others in her field, and read journal articles.

95) Explain how the concept of "empowerment" can make a leader even more effective in
dealing with subordinates.

Empowerment can contribute to effective leadership for several reasons:

 Empowerment increases a manager's ability to get things done because the manager has
the support and help of subordinates who may have special knowledge of work tasks.
Empowerment often increases workers' involvement, motivation, and commitment, and
this helps ensure that they are working toward organizational goals.
Empowerment gives managers more time to concentrate on their pressing concerns
because they spend less time on day-to-day supervision.

96) Explain what a "trait model" of leadership is. Name at least four traits related to
effective leadership, and briefly explain how each could help a leader perform his or
her job better.

The trait model of leadership focuses on identifying the personal characteristics that cause
effective leadership. Traits alone are not the key to understanding leader effectiveness, however.
Some effective leaders do not possess all these traits, and some leaders who possess them are not
effective in their leadership roles. This lack of a consistent relationship between leader traits and
leader effectiveness led researchers to shift their attention away from traits and to search for new
explanations for effective leadership. The traits related to effective leadership are:
Intelligence, which helps managers understand complex issues and solve problems
Knowledge and expertise, which help managers make good decisions and discover ways
to increase efficiency and effectiveness
Dominance, which helps managers influence their subordinates to achieve organizational
goals
Self-confidence, which contributes to managers' effectively influencing subordinates and
persisting when faced with obstacles or difficulties
High energy, which helps managers deal with the many demands they face
Tolerance for stress, which helps managers deal with uncertainty and make difficult
decisions
Integrity and honesty, which help managers behave ethically and earn their subordinates'
trust and confidence
Maturity, which helps managers avoid acting selfishly, control their feelings, and admit
when they have made a mistake

97) Explain with examples what the "behavior model" of leadership is.

The behavior model focuses not on what effective leaders are like, but what they actually
do in influencing their subordinates to achieve group and organizational goals. The two
basic types are initiating structure and consideration.
Leaders engage in consideration when they show their subordinates that they trust,
respect, and care about them. Managers who truly look out for the well-being of their
subordinates, and do what they can to help subordinates feel good and enjoy their work,
perform consideration behaviors.
 Leaders engage in initiating structure when they take steps to make sure that work gets
done, subordinates perform their jobs acceptably, and the organization is efficient and
effective. Assigning tasks to individuals or work groups, letting subordinates know what
is expected of them, deciding how work should be done, making schedules, encouraging
adherence to rules and regulations, and motivating subordinates to do a good job are all
examples of initiating structure.

98) Ty has just been promoted to a leadership position in a pharmaceutical sales force. He
worked hard before he was a supervisor and is respected by most of the people he has
ever dealt with professionally. Ty’s boss has not really told Ty what he will be doing or
what he is responsible for in this position, but tells him he will have to “figure it out
once he gets in there.” He also tells Ty to hold off on making any major decisions or
reprimanding anyone without referring the situation to higher management. Discuss
the three situational determinants in Fiedler's leadership theory that allow a leader to
determine the favorableness or unfavorableness of a situation for leading and discuss
how they apply to Ty’s situation.

Student answers will vary.

Fiedler postulated that leader-member relations, task structure, and the leader's position power all
contribute to determining how favorable a situation was for leadership. The first situational
characteristic that Fiedler described, leader-member relations, is the extent to which followers
like, trust, and are loyal to their leader. Situations are more favorable for leading when leader-
member relations are good. The second situational characteristic that Fiedler described, task
structure, is the extent to which the work to be performed is clear-cut so that a leader's
subordinates know what needs to be accomplished and how to go about doing it. When task
structure is high, the situation is favorable for leading. The third situational characteristic that
Fiedler described, position power, is the amount of legitimate, reward, and coercive power a
leader has by virtue of his or her position in an organization. Leadership situations are more
favorable for leading when position power is strong.
Ty is well-liked and highly respected, which meets Fiedler’s criteria for good leader-member
relations. However, management has not clearly defined any expectations for Ty, and they have
not given him much power. According to Fiedler, these are bad traits for a leadership situation
and may cause Ty to fail. His boss should tell him exactly what is expected of him and his
subordinates, and he should give Ty some authority to make decisions and take actions, or he
will lose the respect of his subordinates.

99) Explain Fiedler's Theory of Leadership. Compare it to House’s path-goal theory.

 Fred E. Fiedler was among the first leadership researchers to acknowledge that effective
leadership is contingent on, or depends on, the characteristics of the leader and the
situation. Fiedler’s contingency model helps explain why a manager may be an effective
leader in one situation and ineffective in another; it also suggests which kinds of
managers are likely to be most effective in which situations.
In what he called path–goal theory, leadership researcher Robert House focused on what
leaders can do to motivate their employees to achieve group and organizational goals.
The premise of path-goal theory is that effective leaders motivate employees to achieve
goals by (1) clearly identifying the outcomes that employees are trying to obtain from the
workplace, (2) rewarding employees with these outcomes for high performance and the
attainment of work goals, and (3) clarifying for employees the paths leading to the
attainment of work goals.

100) Alise has just attended a theories of leadership conference. Now that she is back at
work, she wants her managers to follow path-goal theory guidelines for becoming
effective leaders. Explain how they should go about this.

Student examples will vary. A sample answer follows.

Path-goal theory suggests that managers attempt to determine the specific outcomes subordinates
are trying to obtain from their jobs and from the organization. Then, the model proposes that
subordinates be rewarded with the outcomes that they desire for high performance and goal
attainment. Further, the model advises managers to clarify the paths to goal attainment for
subordinates so that any obstacles can be removed and the goals achieved. Andi’s managers
could survey the workers about their career goals and desires. They could then use these
outcomes as rewards for high performance to motivate the workers. They should also look at
situations where the workers fall short of their goals, analyze why this happened, and help the
workers find ways to make sure it does not happen again so they can reach their goals if at all
possible.

101) Path-goal theory identifies four types of behaviors in which leaders can engage in
order to motivate their subordinates. Discuss these types of behaviors and give one
specific management example of how a manager could act according to each of these.

The four types of behaviors are directive, supportive, participative, and achievement-oriented.
Directive behaviors are similar to initiating structure and include setting goals, assigning
tasks, showing subordinates how to complete tasks, and taking concrete steps to improve
performance. Directive behaviors may be beneficial when subordinates are having
difficulty completing assigned tasks, but they might be detrimental when subordinates are
independent thinkers who work best when left alone.
 Supportive behaviors are similar to consideration and include expressing concern for
subordinates and looking out for their best interests. Supportive behaviors are often
advisable when subordinates are experiencing high levels of stress.
Participative behaviors give subordinates a say in matters and decisions that affect them.
Participative behaviors can be particularly effective when subordinates' support of a
decision is required.
Achievement-oriented behaviors motivate subordinates to perform at the highest level
possible by, for example, setting very challenging goals, expecting that they be met, and
believing in subordinates' capabilities. Achievement-oriented behaviors may increase
motivation levels of highly capable subordinates who are bored from having too few
challenges, but they might backfire if used with subordinates who are already pushed to
their limit.

102) Kevin, a plant superintendent, watches his production manager waste a lot of
managerial resources. There are supervisors watching over employees who are experts
at their jobs and enjoy doing them. These supervisors do little to help the workers,
other than shouting out reminders about things the workers already know. Kevin
remembers the concept behind the leader substitutes model and realizes it directly
applies to this situation. Explain the leader substitutes model and how Kevin can use it
to advise his managers.

Student answers will vary.

The leader substitutes model proposes that leadership is sometimes unnecessary because
other factors may act to motivate subordinates, thus making leadership redundant. Factors
include subordinates' and situational characteristics. Managers are advised to be aware of
the existence of these other factors and adapt their behavior accordingly.
Kevin’s workers already know their job procedures, are proficient at them, and enjoy
them. The presence of the supervisors is unnecessary and redundant because the workers
are already trained, skilled, and motivated. The managerial presence might actually be
detrimental and cause resentment. The mangers would be much better off focusing on
other tasks and providing leadership when it is actually needed, such as to train a new
employee or implement a new technology or procedure.
103) Explain what is meant by the concept of "transformational leadership." What are
the three ways in which transformational leadership occurs?

Transformational leadership is that which makes subordinates aware of the importance of their
jobs and their performance for the organization, as well as making them aware of their own
needs for personal growth. Through transformational leadership, subordinates become motivated
to work for the good of the organization. The following are the three ways in which
transformational leadership occurs:
Transformational managers make employees aware of how important their jobs are for
the organization and how necessary it is for them to perform those jobs as best they can
so the organization can attain its goals.
Transformational managers make their employees aware of their own needs for personal
growth, development, and accomplishment.
Transformational managers motivate their employees to work for the good of the
organization as a whole, not just for their own personal gain or benefit.
104) Ernestine and May are both distribution managers at food processing facilities.
Ernestine’s facility is outperforming May’s, and Ernestine’s employees have higher
retention and satisfaction levels than May’s employees. A closer examination reveals
that Ernestine is a transformational leader, and May is a transactional leader. Compare
and contrast the leadership styles of Ernestine and May, and give examples of different
actions each might undertake in her leadership role.

Student answers will vary.

Ernestine is less likely to use coercive means to motivate her employees. She probably gives
them more autonomy to come up with ways to get their products ready for distribution. When
they are not performing well, she probably explains to them how well they could be performing
and works with them on ways to improve. Ernestine probably looks for ways to streamline the
order preparation and shipment process and implements changes regularly. May probably
punishes workers who do not have products ready to ship on time and tells them it has to be done
a certain way and that they will get in trouble if they do not do things her way.

105) Differentiate between intellectual stimulation and developmental consideration.

Transformational managers openly share information with their subordinates so that they
are aware of problems and the need for change. The manager helps subordinates to
examine problems in their groups and throughout the organization from a different
perspective, consistent with the manager's vision. Whereas in the past subordinates might
not have been aware of some problems, may have viewed problems as a "management
issue" beyond their concern, or may have viewed problems as insurmountable, the
transformational manager's intellectual stimulation leads subordinates to view problems
as challenges that they can and will meet and conquer.
When managers engage in developmental consideration, they not only perform the
consideration behaviors described earlier, such as demonstrating true concern for the
well-being of subordinates, but go one step further. The manager goes out of his or her
way to support and encourage subordinates, giving them opportunities to enhance their
skills and capabilities and to grow and excel on the job. The manager engages and
empowers subordinates to take personal responsibility for helping to solve problems.

106) Ron and Sarah are floor supervisors in a sporting goods store. Ron has a reputation
for being impersonal and yelling at his workers for minor mistakes. Sarah has a
reputation for being compassionate, listening to employee concerns, and helping
employees avoid repeating mistakes by talking to them rather than punishing them. Hal
explains this to a coworker by saying “What do you expect, Ron is a man and Sarah is a
woman. Everything about how men and women approach management is completely
opposite.” Is Hal correct? Explain.
Student answers will vary. Hal is incorrect, because men and women are actually quite close in
how they approach management. He is right however, in that men tend to be more likely to
punish workers, like Ron does, and women are usually more participative, like Sarah. However,
individual personalities among men and women also cause a lot of variation.

107) Name and explain at least three ways that emotional intelligence can increase leader
effectiveness.

A leader's level of emotional intelligence may play a particularly important role in leadership
effectiveness. Emotional intelligence may help leaders do the following:
Develop a vision
Motivate subordinates to commit to the vision
Energize subordinates to work hard to achieve the vision
Encourage followers to be creative
Develop an identity for the organization
Instill high levels of trust and cooperation.
Emotional intelligence also plays a crucial role in how leaders relate to and deal with their
followers, particularly when it comes to encouraging followers to be creative. Creativity in
organizations is an emotion-laden process; it often entails challenging the status quo, being
willing to take risks and accept and learn from failures, and doing much hard work to bring
creative ideas to fruition in terms of new products, services, or procedures and processes
when uncertainty is bound to be high.