0324302592_72720

0324302592_72720 - Chapter 12LEADING IN A DYNAMIC...

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Chapter 12—LEADING IN A DYNAMIC ENVIRONMENT TRUE/FALSE 1. Typically, organizing involves creating a vision of the future, devising a strategy for achieving that vision, and communicating the vision so that everyone understands and believes in it. ANS: F DIF: E OBJ: 1 2. Leadership entails building a culture that will inspire and motivate people to overcome obstacles. ANS: T DIF: E OBJ: 1 3. The general consensus is that effective leaders use a task rather than a relations orientation. ANS: F DIF: E OBJ: 2 4. Underlying the trait focus is the assumption that some people are endowed with certain physical characteristics, aspects of personality, and attitudes. ANS: T DIF: E OBJ: 2 5. Traits are a sufficient means for managers to predict the leadership abilities of their employees. ANS: F DIF: E OBJ: 2 6. Possession of the listed qualities of effective leaders ensures that you will become a leader. ANS: F DIF: E OBJ: 2 7. Trait research was successful in predicting leadership success consistently. ANS: F DIF: E OBJ: 2 8. Despite the evidence that leaders tend to differ from nonleaders with respect to certain traits, traits alone cannot predict leadership ability. ANS: T DIF: E OBJ: 2 9. Setting goals, giving directions, setting standards, supervising worker performance, and applauding new ideas are behaviors associated with a relations orientation. ANS: F DIF: E OBJ: 2 10. Underlying the position power approach to leadership is the assumption that some people are "natural leaders" and are thus endowed with certain traits not possessed by other individuals. ANS: F DIF: E OBJ: 3 11. Referent power means that a leader's effectiveness is based on task-orientation such as setting goals, giving directions, setting standards, supervising worker performance, and applauding new ideas. 37
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ANS: F DIF: E OBJ: 3 12. Authority is the right to get something done and is officially sanctioned; power is the ability to get results. ANS: T DIF: E OBJ: 3 13. Position power is derived from the opportunities inherent in a person's position within an organization. ANS: T DIF: E OBJ: 3 14. Personal power is derived from the opportunities inherent in a person's position in an organization. ANS: F DIF: E OBJ: 3 15. Personal power is derived from the interpersonal relationship between a leader and his or her followers. ANS: T DIF: E OBJ: 3 16. Position power includes legitimate power, referent power, coercive power, and information power. ANS: F DIF: E OBJ: 3 17. CEOs, managers, security personnel, and other have legitimate power simply because of the formal positions they hold. ANS: T DIF: E OBJ: 3 18. Power stemming from formal authority based on the particular position a person holds in an organization is commonly referred to as coercive power. ANS: F
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This note was uploaded on 01/31/2011 for the course MGMT 302 taught by Professor N/a during the Spring '10 term at Mountain State.

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0324302592_72720 - Chapter 12LEADING IN A DYNAMIC...

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