The terms power and influence are different in that:

__________ is power vested in a formal position.

Which one of the following is one of the typical reactions to power?

Zingerman’s Community of Business ZCoB provides an example of:

Kamal has sent directives for his employees to complete a certain task. The employees eagerly undertake the task and complete it. The employees’ reaction is an example of:

Paulette has set goals for all of her team members. She informs them of the goals; although several members think the goals are not reasonable, they go along with them. The team members’ reaction is an example of:

Lee has made several written and oral requests for his employees to undertake a new project. Although he has not received any feedback from his group, the task does not appear to be even started. This is an example of:

The leader’s power increases when employees ________.

Research about the effect of power distribution suggests that:

Nigel is an Australian manager who is heading a division of his company in Mexico. He has tried, without much success, to get his employees to participate and make suggestions regarding how to organize the work activities. The Mexican employees’ reluctance to participate may be due to:

The higher ________ and the lower the ____________, the more likely it is that leaders will hold a high degree of power that they can use.

In Japan and Indonesia people value:

Mexicans expect their leaders to:

In ________ cultures, power bases are stable, and upward mobility is limited.

Researchers have identified ______ source of power related to individuals.

Alan Greenspan, former chairman of the U.S. Federal Reserve, uses ________ and _________ as primary sources of power.

__________ power is based on the formal position a person holds, while __________ is based on friendship and respect.

Nicolo gets his employees to go along with him by threatening to fire or demote them. Nicolo is using which of the sources of individual power?

All managers have access to which source of individual power?

The power of celebrities to influence others is based on which source of individual power?

In order for leaders to get commitment from their followers, they should rely on which of the following two sources of power:

Using _______ as a source of power will most likely lead to _________.

Individuals with _______ power can influence others because they are liked and respected.

Which one of the following is not one of the influence tactics?

The personal appeal influence tactic is most appropriate to use with ___________.

________ is one of the influence tactics that rely on all sources of personal power.

In early stages of their career, which base of power should young leaders develop?

What challenges do managers in mid careers face regarding power?

Regarding the use of power, managers in late career stages must:

________ sources of power are particularly important to teams.

The concept of ________ suggests that teams gain power based on their ability to remove obstacles for others.

Which of the following is not one of the organizational sources of power?

A team that helps others in the organization by providing a service that is key to goal accomplishment will gain power. This is an example of:

Teams can gain power by reducing uncertainty for others in their organization. Which of the following is not one of the uncertainty reduction methods?

The CEO of a company believes that diversity is a very important and strategic issue. She creates a team to make diversity related recommendations and has the team report directly to her on a regular basis. The CEO is using which organizational source of power to assure that the team has power?

Team Alpha has developed considerable expertise and has a lot of departments that depend on it to get their job done. Team Alpha’ source of power is:

A team leader focuses on assuring that his team members have the latest expertise not available elsewhere in the organization. He is using which organizational source of power to assure that his team has power?

Which of the following is not one of the ways to help increase the power of teams so that they can be effective?

Top executives have access to how many additional sources of power?

The individual power source of "rewards" is equivalent to which source of top executive power?

Whether an organization is a traditional or informal structure, CEOs are strategically located for access to information and resources. This is an example of which of the executive sources of power?

A new executive who brings in his own team and puts people he trusts in key positions is using which source of executive power?

Power corruption is primarily due to:

What was the attitude of the framers of the U.S. Constitution regarding power?

Causes of power corruption fall into two categories. These are:

Why are evil managers who abuse their power often successful?

Which one of the following is a sign of a destructive narcissistic manager?

The key organizational factor in abuse of power is:

Which one of the following is not an organizational factor that contributes to power corruption?

Keesha’s employees rarely, if ever, disagree with her because they worry about her negative reactions and tantrums. This is an example of which of the factors in the corruption cycle?

Because of their power, employee compliance, and isolation, leaders in the corruption cycle often:

All but one of the following is a reason why followers comply with their leaders even when they are wrong.

Employee compliance, flattery, and unwillingness to speak out contribute to a corrupt leader’s reliance on ______.

Dennis Kozlowski of Tyco and Richard Scrushy of HealthSouth are examples of CEOs who:

Abusive and corrupt leaders intimidate their followers into silence and then consider the silence and lack of responsiveness as a sign of their followers’ incompetence, therefore asking them even less for input. This is an example of:

The isolation and flattery that contribute to the corruption cycle often cause leaders to:

Which of the following is not a potential solution to top management corruption?

The underlying theme of empowerment is:

Which of the following is not one of the reasons empowerment tends to be effective?

Which organizational factor contributes to empowerment?

Lin-may is eager to implement empowerment in her organization. She has encouraged her employees, expressed confidence in them, and given them responsibility. She has created a positive emotional atmosphere. What else must she do to make empowerment effective?

Which of the following is not one of the organizational factors in empowerment?

Top leaders of the Company XYZ have told their managers and employees that they want to implement empowerment. They have decentralized the structures and changed the reward structure. After a few months, they see no change in the leaders’ or employees’ behaviors. Which organizational empowerment factor did they miss?

Ricardo Semler, CEO of Semco is an example of:

The first step for an organization to start the empowerment process is to:

Examples of the use of empowerment in many organizations show that:

The empirical research on empowerment has found:

In the early part of his career Alan Greenspan relied on which source of power?

Empowerment can create ________, where the less a leader controls employees, the more likely they are to accept responsibility and control.

Power is a necessary component of leadership.

Power is the ability to influence others effectively.

Power and authority are synonymous.

Power and influence are primarily the domain of formal leaders within organizations.

The employees at Zingerman’s Community of Business (ZCoB) are an example of commitment.

Commitment, control, and resistance are the three typical reactions to power and influence.

A large majority of today’s organizations rely on democratic practices to accomplish their goals.

Research indicates that concentrated power can be detrimental to organizational performance.

The more equal the power distance in a Western culture organization, the higher the performance of the organization.

The Chinese, Japanese, and Indonesians are all collectivistic cultures where employees are comfortable sharing power with their leader.

The French and Germans expect their bosses to provide answers to their questions.

Legitimate power is based on the position in the organization while expert power relies on the individual.

Referent power is based on a person’s ability to get access to information.

Personal sources of power are likely to disappear when a manager loses his/her position in the organization.

As Chairman of the Federal Reserve, Alan Greenspan relied primarily on his expertise to influence others.

The most likely reactions to using reward and coercion as source of power are compliance and resistance.

When leaders rely on their expertise to influence followers, they are likely to simply comply rather than be committed to the leader’s decision.

Followers react to all sources of power the same way.

Consultation and coalition building are two influence tactics that use all sources of power.

In order to increase commitment, one of the most effective methods of persuasion is coalition building.

It is most appropriate to use exchange as an influence tactic with subordinates and colleagues.

To influence supervisors, rational persuasion is the most appropriate influence tactic.

Because most of us are skilled at a few influence tactics, each person should stick with the tactics she/he is most comfortable with.

Young leaders in early stages of their career should focus on building their power through demonstrating their expertise and competence.

Leaders in the middle of their career must focus on how to give up power to others.

The concept of strategic contingencies suggests that teams must address the needs of strategic stakeholders outside the organization.

Teams acquire power in organizations by addressing strategic contingencies.

Teams increase their power as they are able to remove obstacles for others in the organization.

By staying away from difficult challenges, teams can gain power.

Top executives have and primarily use the same sources of power as individuals and teams.

One of the sources of power for executives is the ability to control the criteria by which decisions are made.

The change in government personnel after elections is an example of access as a source of executive power.

Most organizations provide their top executives with a lot of power without much accountability.

Organizations have many checks and balances in place to limit the power of their top level leaders.

One of the benefits of power is that it increases the distance between leaders and followers.

Both individual and organizational factors contribute to corruption that is caused by too much power.

Managers who abuse power often have an inflated view of themselves.

Managers who abuse power perform well because they surround themselves with highly competent followers.

The most important organizational factor that contributes to power abuse is the culture.

Fear of reprisal or weakness are factors that cause employees to comply with corrupt leaders.

Follower compliance contributes to power corruption by increasing the leaders’ inflated view of themselves.

The flattery that many followers use to express their views to their leaders is a helpful tool to building good relations between them.

Leaders, regardless of their followers or the organization, are always able to wreak havoc and abuse others.

Richard Scrushy of HealthSouth instituted effective ways to battle corruption.

The most common and serious consequence of power corruption is poor decision making.

Separating followers and leaders can help reduce power corruption.

Because corrupt leaders intimidate followers who refuse to speak out and contribute to decision making, the leaders are often forced to use group decision making.

Because XYZ corporation has reduced its employees’ dependence on managers for feedback and rewards, it is likely to see an increase in corruption of employees.

The closer leaders are to day-to-day activities, the more likely they are to abuse their power.

Followers who do not depend on their leader are less likely to contribute to the corruption cycle.

The most effective way to prevent power corruption is to address the organizational culture and structure.

Research suggests that ethics training has little to no impact on the occurrence of ethical violations.

Empowerment involves pushing decision making and implementation to the lowest possible level.

Leaders who want to implement empowerment should set high performance standards and expect followers to meet those standards.

One of the reasons empowerment can be effective is that it can enhance employees’ belief in their abilities and provide them with a sense of control and accomplishment.

The most important organizational factor in empowerment is decentralizing the structure.

Organizations that implement empowerment often have to lower their performance standards.

Changing HR practices and training are essential to the success of empowerment in organizations.

Semco provides employees with freedom and empowerment and sets high performance expectations.

Semco and its CEO Ricardo Semler provide an example of how empowerment can work with little training but good intentions.

Although there is not strong research support, many organizations believe that empowerment leads to higher employee motivation.

Considerable research about empowerment shows its positive impact on organizations.