OB11_TIF13
Chapter 13 Power and Politics
MULTIPLE CHOICE
A Definition of Power
1. Power is the:
a. ability to influence the behavior of others.
b. actualization of the dependency of others.
c. result of a congruence between the goals of the leader and those being le
d.
d. downward influence on one’s followers.
(a; Moderate; p. 390)
2. Which one of the following is not implied in the definition of power?
a. influence
b. potential
c. dependency
d. authority
(d; Moderate; p. 390)
3. The most important aspect of power is that it:
a. is needed to get things done in an organization.
b. is a function of dependency.
c. tends to corrupt people.
d. is counterproductiv
e.
(b; Easy; p. 390)
4. Which of the following is true concerning power?
a.Trust and mistrust affect the expression of power.
b. A person can have power over you only if he or she controls something you desire.
c.It requires some congruence between the goals of the leader and those being le
d.
d.all of the above
(b; Moderate; p. 390)
Contrasting Leadership and Power
5. Leaders achieve goals, and power is:
a. the leaders hopes and aspirations.
b. usually used by poor leaders.
c. a means of achieving the goals.
d. a goal in and of itself.
(c; Easy; p. 391)
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6. Power does not require goal compatibility, merely
a. reliance
b. communication
c. confidence
d. dependence
(d; Moderate; p. 391)
7. Leadership requires
a. some congruence between the goals of the leader and those being led.
b. strong two-way communication between the leader and those being led.
c. a dependency of those being led on the leader.
d. all of the abov
e.
(a; Moderate; p. 391)
8. Leadership focuses on
a. the downward influence on one’s followers.
b. the importance of lateral and upward influence patterns.
c. the dependency relationship.
d. none of the abov
e.
(a; Moderate; p. 391)
9. Leadership research emphasizes
a. style
b. persuasion
c. power
d. communication
(a; Moderate; p. 391)
10. Research on power focuses on
a. the individual and his or her use of power.
b. strategies for goal attainment.
c. tactics for gaining compliance.
d. formal, coercive, and reward power.
(c; Challenging; p. 391)
Bases of Power
11. Bases of power refer to:
a. power characteristics.
b. whether the power position has a good foundation.
c. sources of power.
d. the elements of power.
(c; Moderate; p. 391)
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12. The two general groupings of power are
a. informational and personal
b. formal and informal
c. informal and legitimate
d. personal and formal
(d; Moderate; p. 391)
13. _____ is based on an individual’s position in an organization.
a.Leadership
b.Formal power
https://www.sodocs.net/doc/562138267.html,rmal power
d.Influence
(b; Easy; p. 391)
14. Formal power can come from:
a.the ability to coerce or reward.
b.formal authority.
c.control of information.
d.all of the above
(d; Moderate; p. 391)
15. One reacts to _____ power out of fear of the negative ramifications that might result if one fails to
comply.
a. legitimate
b. coercive
c. punitive
d. referent
(b; Easy; p. 391)
16. When a bank robber points a gun at a bank employee, his base of power is:
a. coercive.
b. punitive.
c. position.
d. illegitimat
e.
(a; Moderate; p. 391)
17. The statement “That person can make things difficult for people, and you want to avoid getting
him angry,” describes someone w ith what type of power?
a. punitive
b. illegitimate
c. position
d. coercive
(d; Moderate; p. 391)
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18. The opposite of coercive power is _____ power.
a. referent
b. reward
c. legitimate
d. charismatic
(b; Easy; p. 391)
19. Legitimate power is based on:
a. rewards.
b. trust.
c. position.
d. knowledg
e.
(c; Moderate; p. 392)
20. When your superior offers you a raise if you will perform additional work beyond the requirements
of your job, he/she is exercising:
a. legitimate power.
b. coercive power.
c. reward power.
d. personal power.
(c; Easy; p. 391)
21. ____ power and ____ power are actually counterparts of each other.
a.Formal; personal
b.legitimate; illegitimate
c.Reward; coercive
d.Charismatic; transactional
(c; Moderate; p. 392)
22. The power a person receives as a result of position on the organizational chart is known as:
a. positional power.
b. reward power.
c. legitimate power.
d. organizational power.
(c; Moderate; p. 392)
23. The power that the College Dean has been granted by the University over the faculty is termed:
a. academic power.
b. positional power.
c. legitimate power.
d. organizational power.
(c; Moderate; p. 392)
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24. _____ power is broader than the power to coerce and reward.
a. Personal power
b. Organizational power
c. Legitimate power
d. Positional power
(c; Moderate; p. 392)
25. Information power comes from access to and control over
a. facts
b. data
c. knowledge
d. all of the above
(c; Easy; p. 392)
26. When people in organizations have data or knowledge that others need which makes those others
dependent upon them, they have _____ power.
a. personal
b. legitimate
c. information
d. expert
(c; Moderate; p. 392)
27. ______ power comes from an individual’s unique characteristics.
a. Personal
b. Reward
c. Legitimate
d. Expert
(a; Moderate; p. 392)
28. Personal power includes all the following except:
a. expert
b. charisma
c. persuasive
d. referent
(c; Challenging; p. 392-393)
29. Your physician has advised you to take a series of medications. You comply because of her _____
power.
a. referent
b. information
c. formal
d. expert
(d; Easy; p. 392)
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30. _____ power is based on identification with a person who has desirable resources or personal traits.
a. Associational
b. Legitimate
c. Referent
d. Personal
(c; Moderate; p. 392)
31. Celebrities are paid millions of dollars to endorse products in commercials because the advertisers
believe the celebrities have _____ power.
a. personal
b. referent
c. expert
d. legitimate
(b; Moderate; p. 392-393)
32. _____ power is an extension of referent power stemming from an individual’s personality and
interpersonal style.
a.Charismatic
b.Personal
c.Expert
d.Legitimate
(a; Moderate; p. 393)
Dependency: The Key to Power
33. Dependency is inversely proportional to:
a. the level of personal power.
b. the alternative sources of supply.
c. the informational analysis provide
d.
d. the financial resources allocated.
(b; Challenging; p. 394)
34. Most organizations develop multiple suppliers rather than give their business to only one in order
to
a.increase knowledge and information
b.avoid dependency
c.maximize power
d.develop independence
(b; Challenging; p. 394)
35. Which of the following is not a variable that creates dependency?
a. importance
b. scarcity
c. nonsubstitutability
d. power legitimacy
(d; Easy; p. 394)
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36. People that are able to negotiate higher salaries and other benefits may benefit from
a. the scarcity of the supply people with their skills.
b. the nonsubstitutability of their skills.
c. the importance of their skills.
d. all of the above
(d; Moderate; p. 394-395)
37. Dependency is decreased when the resource you control is:
a. important.
b. scarce.
c. substitutable.
d. insufficient.
(c; Challenging; p. 395)
Power Tactics
38. Power tactics define:
a. the sources of power.
b. how to translate power bases into specific actions.
c. strategies to gather and maintain power.
d. organizational structural characteristics.
(b; Moderate; p. 396)
39. Which of the following is not an influence tactic?
a.consultation
b.legitimate position
c.rational persuasion
d.ingratiation
(b; Challenging; p. 396)
40. Which of the following is not a power tactic?
a. substitution
b. ingratiation
c. coalitions
d. exchange
(a; Challenging; p. 396)
41. Vivian has not been handling one portion of her duties in a satisfactory manner. As a result, her
manager threatens to withhold her promotion. Which power tactic is being used?
a. authority
b. coercion
c. pressure
d. persuasion
(c; Moderate; p. 396)
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42. The power tactic of using flattery and creating goodwill before making a request is:
a. ingratiation.
b. exchange.
c. inspirational appeal.
d. motivational appeal.
(a; Easy; p. 396)
43. James approaches his supervisor with data and a logical presentation supporting his request for
additional personnel. He is using:
a. consultation.
b. legitimacy.
c. rational persuasion.
d. informational power.
(c; Moderate; p. 396)
44. Joe comes to you with a request for funds for a project. He reminds you that company policy
supports his position. He is using the tactic of:
a. reason.
b. consultation.
c. rational persuasion.
d. legitimacy.
(d; Challenging; p. 396)
45. Which of the following is not a power tactic?
a. ingratiation
b. exchange
c. pressure
d. information
(d; Moderate; p. 396)
46. The power tactic that American managers perceive to be most effective is:
a. pressure or coercion
b. reason or rational persuasion
c. personal appeals or friendship
d. exchange or rewards
(b; Challenging; p. 398)
Power in Groups: Coalitions
47. If individual efforts at gaining power fail, an alternative response is:
a. intimidation.
b. a coalition.
c. ingratiation.
d. promotional moves.
(b; Moderate; p. 398)
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48. Successful coalitions have been found to do all these except:
a. contain fluid membership
b. form slowly and deliberately
c. disappear quickly
d. achieve their target issue
(b; Moderate; p. 398)
49. Which one of the following is true about coalition formation?
a. Coalitions seek to minimize their size.
b. Coalitions usually precede uses of individual power.
c. Coalitions are more likely to form where tasks are non-routine.
d. Coalitions are more likely to be created where there is interdependenc
e.
(d; Challenging; p. 398)
Sexual Harassment: Unequal Power in the Workplace
50. Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual
nature that affect an individual’s employment are
a. illegal.
b. sexual harassment.
c. abuse of power.
d. all of the above
(d; Easy; p. 399)
51. Most studies confirm that the concept of _____ is central to understanding sexual harassment.
a. power
b. sex
c. reasonableness
d. abuse
(a; Moderate; p. 399)
52. An individual could be subjected to sexual harassment perpetrated by:
a. a coworker.
b. a supervisor.
c. a subordinate.
d. all of the above
(d; Easy; p. 399-400)
Politics: Power in Action
53. Activities that influence the distribution of advantages and disadvantages within the organization
are:
a. human resources.
b. political behaviors.
c. sexual harassment.
d. influential power.
(b; Challenging; p. 400)
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54. Political behavior is:
a. outside of one’s specified job requirements.
b. part of each job requirement.
c. seen only in large organizations.
d. counterproductive to individual goals.
(a; Moderate; p. 400)
55. _____ are (is) a form(s) of illegitimate political behavior.
a. Bypassing the chain of command
b. Forming coalitions
c. Symbolic protests
d. Obstructing organizational policies
(c; Challenging; p. 401)
56. Most political activities in organizations would be described as:
a. functional.
b. legitimate.
c. illegitimate.
d. professional.
(b; Moderate; p. 401)
57. _____ occurs when people within organizations use whatever influence they can to taint the facts
to support their goals and interests.
a. Legitimate political behavior
b. Politicking
c. Illegitimate political behavior
d. Sabotage
(b; Challenging; p. 402)
58. ______ is the term used to refer to establishing effective relationships with key people inside and/or outside the organization.
https://www.sodocs.net/doc/562138267.html,working
b.Legitimate political behavior
c.Politicking
d.Interest groups
(a; Moderate; Myth or Science; p. 403)
59. An individual most likely to engage in political behavior would have all of the following except:
a. a high need for power.
b. a high ability to self monitor.
c. a high charisma rating.
d. an internal locus of control.
(c; Moderate; p. 402-403)
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60. Which of the following does not describe a high self-monitor?
a. more sensitive to social cues
b. external locus of control
c. exhibits higher levels of social conformity
d. All of the above describe a high self-monitor.
(b; Challenging; p. 403)
61. Which of the following is not an individual factor related to political behavior?
a.personality traits
b.perceived alternatives
c.perceived role ambiguity
d.expectations of success
(c; Challenging; p. 403-404)
62. Which of the following is not true?
a.The more an organization’s culture emphasizes the zero-sum allocations, the more employees
will be motivated to engage in politicking.
b.The more pressure that employees feel to perform well, the more likely they are to engage in
politicking.
c.The more stagnant or stable a company, the more likely its employees are to engage in
politicking.
d.The greater the role ambiguity, the more one can engage in political activity with little chance
of it being visible.
(c; Challenging; p. 404-405)
63. Reactive and protective behaviors to avoid action, blame, or change are termed:
a. political behaviors.
b. defensive behaviors.
c. protectionism.
d. impression management.
(b; Moderate; p. 407)
64. Individuals who rigorously document activity to project an image of competence and thoroughness
are using which of the following defensive behaviors?
a. buffing
b. justifying
c. C.Y.A.
d. over-documentation
(a; Challenging; Exh. 13-6; p. 407)
65. The process by which individuals attempt to control the perceptions others form of them is:
a. impression management.
b. information management.
c. defensive behavior.
d. perception management.
(a; Easy; p. 408)
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66. Which of the following is not an example of an impression management technique?
a. acclaiming
b. mirroring
c. flattery
d. favors
(b; Moderate; Exh. 13-7; p. 409)
67. “I’ve got two tickets to the game tonight that I can’t use. Take them. Consider it a thank you for
taking the time to talk with me.” This is an example of which impression management behavior?
a. favor
b. flattery
c. rewards
d. exchange
(a; Moderate; Exh. 13-7; p. 409)
68. When a person explains favorable events in order to maximize the desirable implications for
himself, he is using the impression management technique of:
a. conformity.
b. accounts.
c. acclaiming.
d. favors.
(c; Moderate; Exh. 13-7; p. 409)
69. Each of the following is a question your text suggests to analyze ethical questions except:
a. Is the action consistent with the organization’s goals?
b. Is the action legal?
c. Does the action violate rights of other parties?
d. Does the action conform to standards of equity and justice?
(b; Challenging; p. 410-411)
TRUE/FALSE
A Definition of Power
70. Power is an action, not a potential.
(False; Moderate; p. 390)
71. Power is a function of dependency.
(True; Easy; p. 390)
72. A person can have power over you only if he or she controls something you desire.
(True; Moderate; p. 390)
Contrasting Leadership and Power
73. Formal power requires a significant degree of goal compatibility.
(False; Moderate; p. 391)
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74. Power focuses on downward influence patterns.
(False; Challenging; p. 391)
Bases of Power
75. The robber’s power is coercive power and is based on fear.
(True; Moderate; p. 391)
76. If A can assign B work activities that B finds unpleasant, or treat B in a manner that B finds
embarrassing, A possesses referent power over B.
(False; Easy; p. 391)
77. Reward power rests on the allocation of things others view as valuable.
(True; Moderate; p. 391)
78. For reward power to be effective, the rewards must be financial.
(False; Easy; p. 391-392)
79. Formal power represents the formal authority to control and use organizational resources. (False; Challenging; p. 391)
80. The managerial position gives its incumbent legitimate power.
(True; Easy; p. 392)
81. Information power is a source of personal power.
(False; Challenging; p. 392)
82. Having a formal position in an organization is a prerequisite to have power.
(False; Easy; p. 392)
83. Personal power comes from an individual’s unique characteristics.
(True; Moderate; p. 392)
84. The expert power of an individual is strengthened when another individual with the same job-
related knowledge and skills is hired by the organization because of the coalition factor. (False; Moderate; p. 392)
85. Expertise has declined as a source of influence as the world has become more technologically
oriented because of the availability of information.
(False; Moderate; p. 392)
86. A famous NFL quarterback’s power to influence your buying behavior through commercial
endorsements is based on his expertise at leading a football team and his ability to throw a football. (False; Challenging; p. 392-393)
87. Referent power is based on identification with a person who is famous and wealthy.
(False; Easy; p. 392)
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88. Charismatic power is a retrenchment of referent power.
(False; Moderate; p. 393)
Dependency: The Key to Power
89. An understanding of interdependence is central to understanding power.
(False; Easy; p. 394)
90. The greater A’s dependence on B, the greater is A’s power in the relationship.
(False; Easy; p. 394)
91. If you can make people dependent upon you, your power is increased.
(True; Moderate; p. 394)
92. To create dependency, the thing you control must be perceived as being extraneous.
(False; Easy; p. 395)
93. Labor negotiators become less powerful within the personnel area and the organization as a whole
during periods of labor strife.
(False; Moderate; p. 395)
94. The scarcity-dependency relationship can be observed in supply/demand relationships between
various occupational categories.
(True; Moderate; p. 395)
95. In universities where there are strong pressures for the faculty to publish, it can be said that a
department head’s power over a faculty member is inversely related to the member’s publication record.
(True; Moderate; p. 395)
Power Tactics
96. Ways in which individuals translate power bases into specific actions are termed coalitions. (False; Easy; p. 396)
97. Personal appeal is the power tactic that uses flattery.
(False; Moderate; p. 396)
98. Rational persuasion is the only power tactic that is effective across organizational levels. (True; Moderate; p. 396-397)
99. Pressure is effective as a power tactic when individuals attempt to influence their superiors. (False; Moderate; Exh. 13-2; p. 396)
100. The organizational culture in which a manager works will have an insignificant bearing on defining which tactics are considered appropriate.
(False; Easy; p. 397)
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101. People in different countries tend to prefer different power tactics.
(True; Easy; p. 398)
Power in Groups: Coalitions
102. When two or more individuals together seek to increase their power as a group and fail, the alternative is to form a coalition.
(False; Challenging; p. 398)
103. Successful coalitions have been found to contain fluid membership.
(True; Moderate; p. 398)
104. Coalitions in organizations should be expanded to include as many interests as possible. (True; Moderate; p. 398)
105. Coalitions in organizations often seek to minimize their size in order to increase their individual power.
(False; Moderate; p. 398)
106. The more routine the task of a group, the greater the likelihood that coalitions will form. (True; Moderate; p. 398)
Sexual Harassment: Unequal Power in the Workplace
107. Sexual activity among co-workers is termed sexual harassment.
(False; Challenging; p. 399)
108. If no mention is made of a sexual act, sexual harassment has not occurred.
(False; Moderate; p. 399)
109. The problems today are likely to surface around more suitable forms of sexual harassment. (False; Easy; p. 399)
110. Sexual harassment is frequently concerned with power.
(True; Moderate; p. 399)
111. Because of the power inequity, it is not possible for a subordinate to sexually harass his/her supervisor.
(False; Moderate; p. 400)
Politics: Power in Action
112. When employees in organizations convert their power into action, we describe them as being engaged in politics.
(True; Moderate; p. 400)
113. Power is defined as the distribution of advantages and disadvantages within the organization. (False; Moderate; p. 400)
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114. Political behavior is outside one’s specified job requirements.
(True; Easy; p. 400)
115. Legitimate political behavior refers to actions that are specified in one’s formal job description. (False; Moderate; p. 400-401)
116. By definition, all political behavior is considered an illegitimate activity.
(False; Easy; p. 400)
117. The vast majority of all organizational political actions are of the legitimate variety.
(True; Moderate; p. 401)
118. Politicking is most likely to be used when decisions are made in a climate of certainty. (False; Moderate; p. 402)
119. Networking refers specifically to establishing relationships with people inside the organization. (False; Moderate; Myth or Science; p. 403)
120. People who want to build their political power within an organization should develop a network. (True; Moderate; p. 403)
121. Employees with an external locus of control are more likely to engage in political behavior. (False; Challenging; p. 403)
122. Political activity is mo re a function of the organization’s characteristics than of individual differences.
(True; Moderate; p. 404)
123. Objective performance appraisal criteria tend to encourage politicking.
(False; Easy; p. 404)
124. Cultures emphasizing the zero-sum approach to reward allocations will mimic politicking. (False; Easy; p. 404)
125. There has been a general move in North America toward making organizations less democratic. (False; Easy; p. 405)
126. Most managers are comfortable with less autocracy in organizations in North America. (False; Moderate; p. 405)
127. When people perceive politics as an opportunity, they respond with defensive behaviors. (False; Easy; p. 407)
128. Attempts to control the impression others form of you is called perception management. (False; Easy; p. 408)
129. In impression management, individuals use association and conformity to manipulate information. (True; Moderate; Exh. 13-7; p. 409)
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130. High self-monitors are good at reading situations and molding their appearances and behavior. (True; Moderate; p. 408)
131. The evidence demonstrates that impression management techniques are rarely successful. (False; Easy; p. 410)
132. Reactive behaviors to avoid action, blame, or change are called impression management. (False; Moderate; p. 407)
133. Defensive behavior when you “cover your rear” is termed “playing safe.”
(False; Moderate; Exh. 13-6; p. 407)
134. There are clear guidelines to differentiate ethical from unethical politicking.
(False; Easy; p. 410)
135. Ethical decisions may include concern about the privacy rights of others.
(True; Easy; p. 410)
SCENARIO-BASED QUESTIONS
Application of the Bases of power
Your colleagues at work are constantly talking about the vice president in your area. He is feared throughout the organization as a ruthless man who is not to be antagonized. It is necessary for you to bring him a report and you are very nervous about having to deal with him.
136. The vice president’s major base of power seems to be:
a. reward.
b. coercive.
c. referent.
d. expert.
(b; Moderate; p. 391)
137. You know that the vice president has the authority to accept or reject your report. This is part of his _____ power.
a. reward
b. coercive
c. expert
d. legitimate
(d; Moderate; p. 392)
138. The one base of power which the vice president does not seem to have is:
a. reward.
b. referent.
c. formal.
d. legitimat
e.
(b; Easy; p. 392-393)
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Application of Politics: Power in Action
Catherine and Bernice are faculty members at a local college who feel very differently about their academic dean. Catherine believes that he is always engaging in political activity that is not in the best interests of the college. She describes him as a man who passes the buck, is scheming and arrogant. Bernice believes that he is an effective manager.
139. Bernice’s label for what Catherine describes as “passing the buck” might be:
a. delegating.
b. responsibility.
c. dependency.
d. conscientiousness.
(a; Challenging; Exh. 13-3; p. 402)
140. Bernice’s effective management label for Catherine’s phrase “scheming” is probably:
a. rewards.
b. expertise.
c. coalition-building.
d. charisma.
(c; Challenging; Exh. 13-3; p. 402)
141. What Catherine views as “arrogant” is probably viewed by Bernice as:
a. image management.
b. fixing responsibility.
c. confidence.
d. expertis
e.
(c; Challenging; Exh. 13-3; p. 402)
Application of Impression Management
Jerrod is relatively new to Xenon Corporation and wants to make sure that he makes a good impression on his coworkers and supervisor. He agrees with the supervisor’s opinion most of the time and is always doing nice things for him. Jerrod makes sure that he associates with the “right” people and is constantly complimenting others about their good work.
142. Jerrod is attempting to use:
a. politics.
b. impression management.
c. defensive behavior.
d. his power bas
e.
(b; Moderate; Exh. 13-7; p. 409)
143. Jerrod is engaging in which of the following impression management techniques?
a. mirroring
b. acclaiming
c. groveling
d. conformity
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(d; Moderate; Exh. 13-7; p. 409)
144. Jerrod is engaging in all of the following impression management techniques except:
a. conformity.
b. flattery.
c. mirroring.
d. association.
(c; Moderate; Exh. 13-7; p. 409)
Application of Defensive Behaviors
Thomas recognizes that his firm is plagued by organizational politics. He is not good at playing games and instead frequently engages in defensive behaviors in order to protect himself and protect his interests. Thomas is frustrated because he believes that he has little control over his environment, and his environment is uncomfortable to him. He has had some success by passing the buck and stalling.
145. Thomas could be said to:
a. exhibit a high internal locus of control.
b. be a low self-monitor.
c. have a high need for power.
d. posses referent power.
(b; Moderate; p. 408)
146. The defensive behavior that he is engaged in is termed:
a. avoiding action.
b. avoiding blame.
c. avoiding change.
d. avoiding power.
(a; Challenging; Exh. 13-6; p. 407)
147. Thomas has decided to engage in buffing too. This defensive behavior is part of:
a. avoiding change.
b. avoiding action.
c. avoiding blame.
d. avoiding risk.
(c; Moderate; Exh. 13-6; p. 407)
148. Thomas has decided that avoiding blame is his best defense. Which of the following behaviors are included in defensive behaviors termed “avoiding blame?”
a. overconforming
b. playing dumb
c. scapegoating
d. protecting turf
(c; Moderate; Exh. 13-6; p. 407)
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