MGMT 309 Exam 4 Questions And Answers All Are
Real Tests
Various types of power ANS legitimate power, reward power, coercive power, referent power,
and expert power
Power ANS the ability to affect the behaviors of others
Legitimate power ANS power granted through the organizational hierarchy
Reward power ANS the power to give or withhold rewards (salary increases, bonuses,
promotions, praise, recognition, etc.)
Coercive power ANS the power to force compliance by means of psychological, emotional, or
physical threat
Referent power ANS the personal power that accrues to someone based on identification,
imitation, loyalty, or charisma
Expert power ANS the personal power that accrues to someone based on the information or
expertise they possess
Methods for using power ANS legitimate request, instrumental compliance, coercion, rational
persuasion, personal identification, inspirational appeal, information distortion
Legitimate request ANS based on legitimate power
Instrumental compliance ANS based on reinforcement theory of motivation (a subordinate
complies to get the reward the manager controls)
, Coercion ANS a manager uses this when they suggest or imply that the subordinate will be
punished, fired, or reprimanded if they do not do something
Rational persuasion ANS occurs when the manager can convince the subordinate that compliance
is in the subordinate's best interests
Personal identification ANS occurs when a manager realizes, then exploits their referent power
Inspirational appeal ANS a manager who induces a subordinate to do something consistent with a
set of higher ideals or values
Information distortion ANS an ill-advised method of using power; a manager may withhold or
distort information to influence subordinates' behavior
Characteristics of leadership behavior ANS directive, supportive, participative, achievement-
oriented
Directive leader behavior ANS lets subordinates know what is expected of them, gives guidance
and direction, and schedules work
Supportive leader behavior ANS being friendly and approachable, showing concern for
subordinates' welfare, and treating team members as partners
Participative leader behavior ANS consulting with subordinates, soliciting suggestions, and
allowing participation in decision-making
Achievement-oriented leader behavior ANS setting challenging goals, expecting subordinates to
perform at high levels, encouraging subordinates, and showing confidence in subordinates' abilities
Charismatic leadership ANS assumes that charisma is an individual characteristic of the leader
Real Tests
Various types of power ANS legitimate power, reward power, coercive power, referent power,
and expert power
Power ANS the ability to affect the behaviors of others
Legitimate power ANS power granted through the organizational hierarchy
Reward power ANS the power to give or withhold rewards (salary increases, bonuses,
promotions, praise, recognition, etc.)
Coercive power ANS the power to force compliance by means of psychological, emotional, or
physical threat
Referent power ANS the personal power that accrues to someone based on identification,
imitation, loyalty, or charisma
Expert power ANS the personal power that accrues to someone based on the information or
expertise they possess
Methods for using power ANS legitimate request, instrumental compliance, coercion, rational
persuasion, personal identification, inspirational appeal, information distortion
Legitimate request ANS based on legitimate power
Instrumental compliance ANS based on reinforcement theory of motivation (a subordinate
complies to get the reward the manager controls)
, Coercion ANS a manager uses this when they suggest or imply that the subordinate will be
punished, fired, or reprimanded if they do not do something
Rational persuasion ANS occurs when the manager can convince the subordinate that compliance
is in the subordinate's best interests
Personal identification ANS occurs when a manager realizes, then exploits their referent power
Inspirational appeal ANS a manager who induces a subordinate to do something consistent with a
set of higher ideals or values
Information distortion ANS an ill-advised method of using power; a manager may withhold or
distort information to influence subordinates' behavior
Characteristics of leadership behavior ANS directive, supportive, participative, achievement-
oriented
Directive leader behavior ANS lets subordinates know what is expected of them, gives guidance
and direction, and schedules work
Supportive leader behavior ANS being friendly and approachable, showing concern for
subordinates' welfare, and treating team members as partners
Participative leader behavior ANS consulting with subordinates, soliciting suggestions, and
allowing participation in decision-making
Achievement-oriented leader behavior ANS setting challenging goals, expecting subordinates to
perform at high levels, encouraging subordinates, and showing confidence in subordinates' abilities
Charismatic leadership ANS assumes that charisma is an individual characteristic of the leader
