MGMT 309 EXAM 4 STUDY GUIDE
Various types of power - Answer -legitimate power, reward power, coercive power,
referent power, and expert power
Power - Answer -the ability to affect the behaviors of others
Legitimate power - Answer -power granted through the organizational hierarchy
Reward power - Answer -the power to give or withhold rewards (salary increases,
bonuses, promotions, praise, recognition, etc.)
Coercive power - Answer -the power to force compliance by means of psychological,
emotional, or physical threat
Referent power - Answer -the personal power that accrues to someone based on
identification, imitation, loyalty, or charisma
Expert power - Answer -the personal power that accrues to someone based on the
information or expertise they possess
Methods for using power - Answer -legitimate request, instrumental compliance,
coercion, rational persuasion, personal identification, inspirational appeal, information
distortion
Legitimate request - Answer -based on legitimate power
Instrumental compliance - Answer -based on reinforcement theory of motivation (a
subordinate complies to get the reward the manager controls)
Coercion - Answer -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 - Answer -occurs when the manager can convince the subordinate
that compliance is in the subordinate's best interests
Personal identification - Answer -occurs when a manager realizes, then exploits their
referent power
Inspirational appeal - Answer -a manager who induces a subordinate to do something
consistent with a set of higher ideals or values
Information distortion - Answer -an ill-advised method of using power; a manager may
withhold or distort information to influence subordinates' behavior
, Characteristics of leadership behavior - Answer -directive, supportive, participative,
achievement-oriented
Directive leader behavior - Answer -lets subordinates know what is expected of them,
gives guidance and direction, and schedules work
Supportive leader behavior - Answer -being friendly and approachable, showing
concern for subordinates' welfare, and treating team members as partners
Participative leader behavior - Answer -consulting with subordinates, soliciting
suggestions, and allowing participation in decision-making
Achievement-oriented leader behavior - Answer -setting challenging goals, expecting
subordinates to perform at high levels, encouraging subordinates, and showing
confidence in subordinates' abilities
Charismatic leadership - Answer -assumes that charisma is an individual characteristic
of the leader
Charisma - Answer -a form of interpersonal attraction that inspires support and
acceptance
Charismatic leaders - Answer -envision the future and have high expectations; use
enthusiasm and prior success to energize others; support and express confidence in
others
Expectancy theory - Answer -suggests that motivation depends on two things: how
much we want something and how likely we think we are to get it
Four basic assumptions of expectancy theory - Answer -1. Behavior is determined by a
combination of forces in the individual and in the environment
2. People make decisions about their own behavior in organizations
3. Different people have different types of needs, desires, and goals
4. People make choices from among alternative plans of behavior, based on their
perceptions of the extent to which a given behavior will lead to desired outcomes
Equity theory - Answer -suggests that people are motivated to seek social equity in the
rewards they receive for performance
Equity - Answer -an individual's belief that the treatment they are receiving is fair,
relative to the treatment received by others
To determine equity - Answer -1. A person compares their ratio of outcomes or inputs
to someone else's ratio
2. Formulation of ratios and comparisons are very subjective, based on perceptions
3. May result in feelings of equitable rewards, under-rewarded, or over-rewarded
Various types of power - Answer -legitimate power, reward power, coercive power,
referent power, and expert power
Power - Answer -the ability to affect the behaviors of others
Legitimate power - Answer -power granted through the organizational hierarchy
Reward power - Answer -the power to give or withhold rewards (salary increases,
bonuses, promotions, praise, recognition, etc.)
Coercive power - Answer -the power to force compliance by means of psychological,
emotional, or physical threat
Referent power - Answer -the personal power that accrues to someone based on
identification, imitation, loyalty, or charisma
Expert power - Answer -the personal power that accrues to someone based on the
information or expertise they possess
Methods for using power - Answer -legitimate request, instrumental compliance,
coercion, rational persuasion, personal identification, inspirational appeal, information
distortion
Legitimate request - Answer -based on legitimate power
Instrumental compliance - Answer -based on reinforcement theory of motivation (a
subordinate complies to get the reward the manager controls)
Coercion - Answer -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 - Answer -occurs when the manager can convince the subordinate
that compliance is in the subordinate's best interests
Personal identification - Answer -occurs when a manager realizes, then exploits their
referent power
Inspirational appeal - Answer -a manager who induces a subordinate to do something
consistent with a set of higher ideals or values
Information distortion - Answer -an ill-advised method of using power; a manager may
withhold or distort information to influence subordinates' behavior
, Characteristics of leadership behavior - Answer -directive, supportive, participative,
achievement-oriented
Directive leader behavior - Answer -lets subordinates know what is expected of them,
gives guidance and direction, and schedules work
Supportive leader behavior - Answer -being friendly and approachable, showing
concern for subordinates' welfare, and treating team members as partners
Participative leader behavior - Answer -consulting with subordinates, soliciting
suggestions, and allowing participation in decision-making
Achievement-oriented leader behavior - Answer -setting challenging goals, expecting
subordinates to perform at high levels, encouraging subordinates, and showing
confidence in subordinates' abilities
Charismatic leadership - Answer -assumes that charisma is an individual characteristic
of the leader
Charisma - Answer -a form of interpersonal attraction that inspires support and
acceptance
Charismatic leaders - Answer -envision the future and have high expectations; use
enthusiasm and prior success to energize others; support and express confidence in
others
Expectancy theory - Answer -suggests that motivation depends on two things: how
much we want something and how likely we think we are to get it
Four basic assumptions of expectancy theory - Answer -1. Behavior is determined by a
combination of forces in the individual and in the environment
2. People make decisions about their own behavior in organizations
3. Different people have different types of needs, desires, and goals
4. People make choices from among alternative plans of behavior, based on their
perceptions of the extent to which a given behavior will lead to desired outcomes
Equity theory - Answer -suggests that people are motivated to seek social equity in the
rewards they receive for performance
Equity - Answer -an individual's belief that the treatment they are receiving is fair,
relative to the treatment received by others
To determine equity - Answer -1. A person compares their ratio of outcomes or inputs
to someone else's ratio
2. Formulation of ratios and comparisons are very subjective, based on perceptions
3. May result in feelings of equitable rewards, under-rewarded, or over-rewarded
