LDR 201 MIDTERM EXAM 2 QUESTIONS WITH ANSWERS
A+ 2025
✔✔Coercive Power - ✔✔-Fear-based power; ability to punish others
1. Willing to punish others
2. Poor form of power
3. Results in cold, technocratic, impoverished leadership
4. Rarely appropriate
✔✔Expert Power - ✔✔-Knowledge power; expertise, skill, or knowledge
1. Influence others who need expertise
2. Make recommendations
3. Read a situation
4. Generally outperform others
✔✔Referent Power - ✔✔-Desire to identify or associate with a person
1. Affection, admiration, or loyalty
2. Good personalities or charisma
3. Likability
4. Easily abused
5. Not sustainable
✔✔6th Dimension - Information Power - ✔✔1. Power that results in a follower
thinking/acting a different way based on the information provided
2. Ownership of knowledge that other's need or want
✔✔Coercive Leadership - ✔✔-Use of force to effect change
-Influencing others to do something by manipulating rewards and penalties in the work
environment
-Use of threats, punishments and negative rewards
Example: Hitler
✔✔Stogdill (1948) - ✔✔1. 124 trait studies between 1904-1947
2. Identified a group of important leadership traits that were related to how individuals in
various groups became leaders
,3.What's the difference? Intelligence, alertness, insight, responsibility, initiative,
persistence, self-confidence, sociability
✔✔Mann (1959) - ✔✔1. Examined more than 1400 findings
2. Placed less emphasis on how situational factors influence leadership
3. Certain traits could be used to distinguish between leaders and non-leaders
4. Intelligence, masculinity, adjustment, dominance, extraversion, conservatism
✔✔Lord, DeVader, & Alliger (1986) - ✔✔1. Meta-analysis combines the results of past
research asking the similar question
2. These traits were related to how individuals perceived leaders:
3.Intelligence, masculinity, & dominance
4. Traits could be used to make discriminations consistently across situations between
leaders and non-leaders
5. Leaders vs. Non-leaders
✔✔Kirkpatrick & Locke (1991) - ✔✔1. 6 Key traits of Leaders vs. Non-Leaders
a. Drive, motivation, integrity, confidence, cognitive ability, task knowledge
✔✔Five Major Leadership Traits for Perception - ✔✔1. Intelligence
2. Self-Confidence
3. Determination
4. Integrity
5. Sociability
✔✔Intelligence - ✔✔Verbal, perceptual, and reasoning capabilities
✔✔Self-Confidence - ✔✔Certainty about one's competencies and skills
✔✔Determination - ✔✔Desire to get the job done (I.e., initiative, persistence, drive)
✔✔Integrity - ✔✔The quality of honesty and trustworthiness
✔✔Sociability - ✔✔Leader's inclination to seek out pleasant social relationships
✔✔Five Factor Personality Model and Leadership - ✔✔1. Neuroticism
2. Extraversion
3. Openness
, 4. Agreeableness
5. Conscientiousness
✔✔Neuroticism - ✔✔-The tendency to be sociable and assertive and to have positive
energy
-Low
✔✔Extraversion - ✔✔-The tendency to be social and assertive and to have positive
energy
-Most important trait of effective leaders
✔✔Openness - ✔✔The tendency to be informed, creative, insightful, and curious
✔✔Agreeableness - ✔✔-The tendency to be accepting, conforming, trusting, and
nurturing
-Weakly related
✔✔Conscientiousness - ✔✔-The tendency to be thorough, organized, controlled,
dependable, and decisive
✔✔Strengths of the Trait Approach - ✔✔1. Intuitively appealing: perception that leaders
are different in that they possess special traits
a. People "need" to view leaders as gifted
2. Credibility due to a century of research support
3. Highlights leadership component in the leadership process
a. Deeper level understanding of how leader/personality related to leadership process
4. Provides benchmarks for what to look for in a leader
✔✔Criticisms of the Trait Approach - ✔✔1. Fails to delimit a definitive list of leadership
traits
a. Endless lists have emerged
2. Doesn't take into account situational effects
a. Leaders in one situation may not be leaders in another situation
3. List of most important leadership traits is highly subjective
a. Much subjective experience and observations serve as basics for identified
leadership traits
A+ 2025
✔✔Coercive Power - ✔✔-Fear-based power; ability to punish others
1. Willing to punish others
2. Poor form of power
3. Results in cold, technocratic, impoverished leadership
4. Rarely appropriate
✔✔Expert Power - ✔✔-Knowledge power; expertise, skill, or knowledge
1. Influence others who need expertise
2. Make recommendations
3. Read a situation
4. Generally outperform others
✔✔Referent Power - ✔✔-Desire to identify or associate with a person
1. Affection, admiration, or loyalty
2. Good personalities or charisma
3. Likability
4. Easily abused
5. Not sustainable
✔✔6th Dimension - Information Power - ✔✔1. Power that results in a follower
thinking/acting a different way based on the information provided
2. Ownership of knowledge that other's need or want
✔✔Coercive Leadership - ✔✔-Use of force to effect change
-Influencing others to do something by manipulating rewards and penalties in the work
environment
-Use of threats, punishments and negative rewards
Example: Hitler
✔✔Stogdill (1948) - ✔✔1. 124 trait studies between 1904-1947
2. Identified a group of important leadership traits that were related to how individuals in
various groups became leaders
,3.What's the difference? Intelligence, alertness, insight, responsibility, initiative,
persistence, self-confidence, sociability
✔✔Mann (1959) - ✔✔1. Examined more than 1400 findings
2. Placed less emphasis on how situational factors influence leadership
3. Certain traits could be used to distinguish between leaders and non-leaders
4. Intelligence, masculinity, adjustment, dominance, extraversion, conservatism
✔✔Lord, DeVader, & Alliger (1986) - ✔✔1. Meta-analysis combines the results of past
research asking the similar question
2. These traits were related to how individuals perceived leaders:
3.Intelligence, masculinity, & dominance
4. Traits could be used to make discriminations consistently across situations between
leaders and non-leaders
5. Leaders vs. Non-leaders
✔✔Kirkpatrick & Locke (1991) - ✔✔1. 6 Key traits of Leaders vs. Non-Leaders
a. Drive, motivation, integrity, confidence, cognitive ability, task knowledge
✔✔Five Major Leadership Traits for Perception - ✔✔1. Intelligence
2. Self-Confidence
3. Determination
4. Integrity
5. Sociability
✔✔Intelligence - ✔✔Verbal, perceptual, and reasoning capabilities
✔✔Self-Confidence - ✔✔Certainty about one's competencies and skills
✔✔Determination - ✔✔Desire to get the job done (I.e., initiative, persistence, drive)
✔✔Integrity - ✔✔The quality of honesty and trustworthiness
✔✔Sociability - ✔✔Leader's inclination to seek out pleasant social relationships
✔✔Five Factor Personality Model and Leadership - ✔✔1. Neuroticism
2. Extraversion
3. Openness
, 4. Agreeableness
5. Conscientiousness
✔✔Neuroticism - ✔✔-The tendency to be sociable and assertive and to have positive
energy
-Low
✔✔Extraversion - ✔✔-The tendency to be social and assertive and to have positive
energy
-Most important trait of effective leaders
✔✔Openness - ✔✔The tendency to be informed, creative, insightful, and curious
✔✔Agreeableness - ✔✔-The tendency to be accepting, conforming, trusting, and
nurturing
-Weakly related
✔✔Conscientiousness - ✔✔-The tendency to be thorough, organized, controlled,
dependable, and decisive
✔✔Strengths of the Trait Approach - ✔✔1. Intuitively appealing: perception that leaders
are different in that they possess special traits
a. People "need" to view leaders as gifted
2. Credibility due to a century of research support
3. Highlights leadership component in the leadership process
a. Deeper level understanding of how leader/personality related to leadership process
4. Provides benchmarks for what to look for in a leader
✔✔Criticisms of the Trait Approach - ✔✔1. Fails to delimit a definitive list of leadership
traits
a. Endless lists have emerged
2. Doesn't take into account situational effects
a. Leaders in one situation may not be leaders in another situation
3. List of most important leadership traits is highly subjective
a. Much subjective experience and observations serve as basics for identified
leadership traits
