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True / False
1. The outcome of influence tactics are not affected by the leader's personality traits.
a. True
b. False
ANSWER: False
RATIONALE: The leader’s personality traits affect the outcome of influence tactics. An extroverted and
warm leader who has charisma can more readily use some influence tactics than a leader who
is introverted and cold. See "A Model of Power and Influence."
POINTS: 1
DIFFICULTY: Easy
LEARNING OBJECTIVES: 8.1
NATIONAL STANDARDS: United States - BUSPROG - Analytic
STATE STANDARDS: United States - OHIO - DISC: Leadership Principles
TOPICS: A Model of Power and Influence
KEYWORDS: Bloom's: Knowledge
NOTES: Digital story: Engage
2. To use personal magnetism as an influence tactic, the person strikes a bargain with the person to be influenced.
a. True
b. False
ANSWER: False
RATIONALE: Personal magnetism is the quality of being captivating, charming, and charismatic. Offering
to exchange favors on another person to achieve a work goal is another standard influence
tactic. By making an exchange, you strike a bargain with the other party. See "Description
and Explanation of Influence Tactics."
POINTS: 1
DIFFICULTY: Moderate
TOPICS: Description and Explanation of Influence Tactics
KEYWORDS: Bloom's: Comprehension
NOTES: Digital story: Connect
3. The more powerful leaders are , the more they need to create a coalition.
a. True
b. False
ANSWER: False
RATIONALE: The more powerful leaders are, the less they need to create a coalition. See "Essentially
Ethical and Honest Tactics."
POINTS: 1
TOPICS: Essentially Ethical and Honest Tactics
4. A hands-on leader is typically task oriented.

a. True
b. False
ANSWER: True
RATIONALE: A hands-on leader is one who gets directly involved in the details and processes of
operations.Such a leader has expertise,is task oriented,and leads by example. See
"Description and Explanation of Influence Tactics."
POINTS: 1
DIFFICULTY: Easy
5. An example of undue pressure is leaders using threats or warnings , when trying to get a job done by his subordinates.
a. True
b. False
ANSWER: True
RATIONALE: A specific behavior associated with undue pressure is using threats or warnings by leaders
when they try to get their subordinates perform a task. See "Description and Explanation of
Influence Tactics."
POINTS: 1
DIFFICULTY: Easy
6. To use debasement as an influence tactic, the influence agent might say, "I realize I'm not the brightest new manager in
the company, so I really need your help."
a. True
b. False
ANSWER: True
RATIONALE: Debasement means demeaning or insulting oneself to control the behavior of another
person.Thus,while attempting debasement to garner support , a manger often communicates a
message in which he is devalued. See "Description and Explanation of Influence Tactics."
POINTS: 1
NATIONAL STANDARDS: United States - BUSPROG: Technology
7. When using ingratiation as an influence tactic, the influence agent acts abrasively and aggressively toward the influence
target.
a. True
b. False
ANSWER: False
RATIONALE: Ingratiation is used by an influence agent, to get the targets like him. Thus, the influence
agent does not act aggressively and abrasively for the influence target. See "Description and
Explanation of Influence Tactics."
POINTS: 1
8. Good-natured kidding is especially effective when a straightforward statement might be interpreted as harsh criticism.
a. True
b. False
ANSWER: True
RATIONALE: Good-natured kidding is especially effective when a straightforward statement might be
interpreted as harsh criticism. Joking or kidding can thus get the message across and lower
the risk that the influence target will be angry with the influence agent. See "Description and
POINTS: 1
NOTES: Digital story:Engage
9. Top-level leaders exert of their influence attempts in the direction of bringing about changes throughout the entire
organization.
a. True
b. False
ANSWER: False
RATIONALE: Top-level leaders exert many of their influence attempts in the direction of bringing about
changes throughout the entire organization, often by attempting to overhaul the
organizational culture. See "Leadership Influence for Organizational Change."
POINTS: 1
DIFFICULTY: Easy
TOPICS: Leadership Influence for Organizational Change
10. A means to bring about change and ensuring that a healthy corporate culture is maintained in the organization is to
establish a reward system that reinforces the culture.
a. True
b. False
ANSWER: True
RATIONALE: A means to bring about change and ensuring that a healthy corporate culture is maintained in
the organization is to establish a reward system that reinforces the culture. See "Leadership
Influence for Organizational Change."
POINTS: 1
DIFFICULTY: Easy
11. Leaders must behave in ways consistent with the values and practices they wish to see imitated throughout the
organization.
a. True
b. False
ANSWER: True
RATIONALE: Leaders must behave in ways consistent with the values and practices they wish to see
imitated throughout the organization. If the change the leader wants is a stronger focus on
customer service, leaders must treat employees as customers, thereby acting as role models
for the way customers should be treated. See "Leadership Influence for Organizational
Change."
POINTS: 1
NATIONAL STANDARDS: United States - BUSPROG: Technology
12. A recommended way of sequencing influence tactics is to begin with an abrasive tactic and then move toward a more
positive tactic.
a. True
b. False
ANSWER: False
RATIONALE: In general,it is recommended to begin with the most positive,or least abrasive influence
tactic.If an influence agent does not gain the advantage he seeks,it is recommended that he
move to a stronger tactic. See "Relative Effectiveness and Sequencing of Influence Tactics."
POINTS: 1
TOPICS: Relative Effectiveness and Sequencing of Influence Tactics
13. Strong influence tactics include assertiveness, coalition building, and transactions.
a. True
b. False
ANSWER: True
RATIONALE: Strong influence tactics are generally considered appeals to higher
authority,assertiveness,coalition building,and sanctions. See "Relative Effectiveness and
Sequencing of Influence Tactics."
POINTS: 1
DIFFICULTY: Easy
14. A sensible approach of sequencing influence tactics is to begin with low-cost, low-risk tactics.
a. True
b. False
ANSWER: True
RATIONALE: The sequencing of tactics can also be considered in terms of cost and risk. A sensible
approach is to begin with low-cost, low-risk tactics. If the outcome is important enough to the
influence agent can then proceed to higher-cost and higher-risk influence tactics. See
"Relative Effectiveness and Sequencing of Influence Tactics."
POINTS: 1
15. In the context of implicit leadership theories, personal assumptions about an ideal organizational leader develop
through socialization and past experience with leaders.
a. True
b. False
ANSWER: True
RATIONALE: Implicit leadership theories are personal assumptions about the traits and abilities that
characterize an ideal organizational leader. These assumptions,both stated and
unstated,develop through socialization and past experiences with leaders. See "Implicit
Leadership Theories and Leadership Influence."
POINTS: 1
TOPICS: Implicit Leadership Theories and Leadership Influence
16. As indicated by implicit leadership theories, two examples of leadership prototypes are tyranny and masculinity.
a. True
b. False
ANSWER: False
RATIONALE: Tyranny and masculinity depict antiprototypes. Antiprototypes are traits and behavior people
do not want to see in a leader. See "Implicit Leadership Theories and Leadership Influence."
POINTS: 1
DIFFICULTY: Easy
Multiple Choice
17. A leader must acquire _____ in order to influence others.

a. a minimum perentage of the organization's shares
b. power
c. credibility
d. the vast majority of employees worry about job security.
ANSWER: b
RATIONALE: Leaders are influential only when they exercise power. A leader, therefore, must acquire
power in order to influence others. See "A Model of Power and Influence."
POINTS: 1
DIFFICULTY: Easy
18. _____ is the most successful influence outcome.

a. Commitment
b. Compliance
c. Resistance
d. Debasement
ANSWER: a
RATIONALE: Commitment is the most successful outcome: The target of the influence attempt is
enthusiastic about carrying out the request and makes a full effort. Commitment is
particularly important for complex, difficult tasks because these require full concentration
and effort. See "A Model of Power and Influence."
POINTS: 1
DIFFICULTY: Easy
19. The three outcomes of influence tactics are _____.

a. commitment, compliance, and resistance
b. power, skills, and outcomes
c. manipulation, ingratiation, and submission
d. empowerment, obedience, and concession
ANSWER: a
RATIONALE: The three possible outcomes are commitment, compliance, and resistance. See "A Model of
Power and Influence."
POINTS: 1
DIFFICULTY: Easy
20. According to the generic model of power influence, the effectiveness of influence tactics is affected by _____.
a. strategies, rules, and procedures
b. aspirations, motivations, and skills
c. leader traits, leader behaviors, and the situation
d. consideration and initiating structure
ANSWER: c
RATIONALE: The influence tactics are in turn moderated, or affected by, the leader’s traits,the leader’s
behaviors, and the situation. See "A Model of Power and Influence."
POINTS: 1
DIFFICULTY: Easy
21. A major moderating variable in the use of rational persuasion is the:

a. age of the organization.
b. number of organizational levels.
c. age of the influence agent.
d. credibility of the influence agent.
ANSWER: d
RATIONALE: A major moderating variable in rational persuasion is the credibility of the influence agent.
Credibility helps an individual be more persuasive in two ways. First, it makes a person more
convincing. Second, it contributes to a person’s perceived power, and the more power one is
perceived to have, the more targets will be influenced. See "Description and Explanation of
Influence Tactics."
POINTS: 1
22. Which of the following influence tactics requires that the leader serve as a model the desired behavior?
a. Exchanging favors and bargaining
b. Rational persuasion
c. Leading by example
d. Getting network members to support your position
ANSWER: c
RATIONALE: In leading by example, the leader acts as a positive role model or example to his
subordinates. See "Description and Explanation of Influence Tactics."
POINTS: 1
DIFFICULTY: Easy
23. A recommended technique for exchanging favors is to:

a. build an initial relationship with him.
b. give the other person as much time as is feasible to comply.
c. explain why you are worthy of receiving special treatment.
d. limit your request to one, clear-cut option.
ANSWER: b
RATIONALE: A recommended approach to asking for a favor is to give the other person as much time as
feasible to accomplish the task, such as by saying, “Could you find ten minutes between now
and the end of the month to help me?“ See "Description and Explanation of Influence
Tactics."
POINTS: 1
24. Nancy a middle manager, wants to use the influence tactic of legitimating to improve quality within her unit. Nancy,
therefore:
a. develops a large number of people within her network.
b. does favors for people so she can call on them later.
c. explains that top management wants quality improvements.
d. consults regularly with group members.
ANSWER: c
RATIONALE: Making legitimate requests is an effective influence tactic because most workers are willing
to comply with regulations. A team leader can thus exert influence with a statement such as
this one: “Top management wants a 25 percent reduction in customer complaints by next
year. I’m therefore urging everybody to patch up any customer problems he or she can find.”
See "Description and Explanation of Influence Tactics."
POINTS: 1
DIFFICULTY: Challenging
NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking
KEYWORDS: Bloom's: Application
NOTES: Digital story: Perform
25. An important part of making an inspirational appeal is to:

a. display emotion as needed.
b. do favors for other people without asking for reciprocity.
c. form coalitions.
d. consult regularly with group members.
ANSWER: a
RATIONALE: An inspirational appeal usually involves displaying emotion and appealing to group
members’ emotions. See "Description and Explanation of Influence Tactics."
POINTS: 1
DIFFICULTY: Easy
26. An inspirational appeal is more likely to be effective when the influence agent:
a. pushes hard for his or her own agenda.
b. involves the workers in the change process.
c. disguises what he or she is attempting to accomplish.
d. mixes the inspirational appeal with a touch of Machiavellianism.
ANSWER: b
RATIONALE: Another approach to inspiring workers is to create a vision that surpasses the wants and needs
of most people. One of the ways in which leaders at both Apple and Google have inspired
workers is to involve them in a vision of “changing the world” with their products and
services. See "Description and Explanation of Influence Tactics."
POINTS: 1
27. An individual who has strong personal magnetism:

a. relies on formal authority to influence others.
b. influences others by breaking down their defenses.
c. is likely to draw a lot of enemies to him or her.
d. influences others by being captivating and charming.
ANSWER: d
RATIONALE: Personal magnetism is the quality of being captivating, charming, and charismatic.
Possessing personal magnetism makes it easier for the leader to inspire people. See
POINTS: 1
DIFFICULTY: Easy
28. The purpose of forming a coalition is to:
a. ingratiate yourself with other people.
b. combine your power with that of others.
c. impress others by the number of people in your network.
d. legitimize your requests.
ANSWER: b
RATIONALE: A coalition is a specific arrangement of parties working together to combine their power. See
POINTS: 1
DIFFICULTY: Easy
29. Team play can be an influence tactic when a person:

a. develops a large network.
b. gets others to work as a team but is a solo player himself or herself.
c. is more concerned about collaboration than tough-mindedness.
d. behaves as an authoritarian leader.
ANSWER: c
RATIONALE: Being a team player is a more effective influence tactic in an organizational culture that
emphasizes collaboration than one in which being tough-minded and decisive is more in
vogue. See "Description and Explanation of Influence Tactics."
POINTS: 1
30. Derek is a hands-on leader, so he is likely to:

a. put his arms around the shoulders of a group member.
b. answer his own email.
c. telephone his boss frequently.
d. get involved directly in solving customer problems.
ANSWER: d
operations. Such a leader has expertise, is task oriented, and leads by example. See
POINTS: 1
31. At which of the following levels in an organization, is hands-on leadership usually expected?
a. Manegerial level
b. Shareholder level
c. Contract employee level
d. Level below the executive category
ANSWER: d
operations.Hands-on leadership is usually expected at levels below the executive level. See
POINTS: 1
32. An example of Machiavellianism would be for a manager to tell a group member that he must:
a. work every Saturday to be evaluated as a good team player.
b. accomplish goals that fit the company's strategic goals.
c. conform with company rules and regulations.
d. have lunch together to discuss a new software system.
ANSWER: a
RATIONALE: A modern example of deliberate Machiavellianism is the practice of forcing managerial and
professional employees into working many extra hours of uncompensated overtime. See
POINTS: 1
33. Oscar engages in debasement when he tells the person he is trying to influence :
a. "You are well dressed today."
b. "Scientific evidence suggests that my position is correct."
c. "How important is your paycheck to you?"
d. "I may not be well informed, but here is my opinion."
ANSWER: d
RATIONALE: A subtle manipulative tactic is debasement, demeaning or insulting oneself to control the
behavior of another person. See "Description and Explanation of Influence Tactics."
POINTS: 1
STATE STANDARDS: United States - OHIO - DISC: Leadership - DISC: Leadership Principles
34. A good example of ingratiation when dealing with a person you are trying to influence would be for you to:
a. praise that person lavishly.
b. ignore his or her first three demands.
c. mention your power contacts.
d. stretch the truth to look good.
ANSWER: a
RATIONALE: Praising or flattery is a form of ingratiation.When ingratiation takes the form of well-
deserved flattery or compliments, it is a positive tactic. See "Description and Explanation of
Influence Tactics."
POINTS: 1
DIFFICULTY: Easy
35. When ingratiation takes the form of well-deserved flattery or compliments, it is a _____ influence tactic.
a. negative
b. positive
c. mixed
d. exaggerated
ANSWER: b
RATIONALE: When ingratiation takes the form of well-deserved flattery or compliments, it is a positive
tactic. See "Description and Explanation of Influence Tactics."
POINTS: 1
DIFFICULTY: Easy
36. Joking or kidding is often used as an influence tactic when:

a. dealing with undermotivated people.
b. being direct might be interpreted as being too harsh.
c. dealing with people of higher rank.
d. a person wants to be unusually ethical and straightforward.
ANSWER: b
RATIONALE: Good-natured kidding is especially effective when a straightforward statement might be
interpreted as harsh criticism. Joking or kidding can thus get the message across and lower
the risk that the influence target will be angry with the influence agent. See "Description and
POINTS: 1
KEYWORDS: Bloom's: Moderate
37. When a top-level executive wants to influence a large number of employees, the executive will most likely:
a. attempt to change the organization culture.
b. use ingratiation with as many workers as feasible.
c. exchange favors with as many workers as feasible.
d. create the position of organizational change agent.
ANSWER: a
RATIONALE: Top-level leaders exert many of their influence attempts in the direction of bringing about
changes throughout the entire organization, often by attempting to overhaul the
organizational culture. See "Leadership Influence for Organizational Change."
POINTS: 1
38. To bring about organization change effectively, an executive is best advised to:
a. disregard the process of executive edit.
b. disregard cultural aspects while establishing the new reward system.
c. serve as a role model for the desired attitudes and behaviors.
d. focus on existing candidates than selecting new candidates.
ANSWER: c
RATIONALE: Leaders must behave in ways consistent with the values and practices they wish to see
imitated throughout the organization.In this context, it is essential that the influence agent
serves as an effective role model of the change. See "Leadership Influence for Organizational
Change."
POINTS: 1
39. When group members are trusted, the leader is more likely to use:
a. weaker influence tactics.
b. stronger influence tactics.
c. inspirational techniques.
d. appeals to higher authority.
ANSWER: a
RATIONALE: When group members are trusted, it is advisable to use weaker influence tactics. This is
because, it is when people are distrusted , influence agents use stronger tactics. See "Relative
Effectiveness and Sequencing of Influence Tactics."
POINTS: 1
40. A study indicated that when group members perceived their relationship with the leader to be poor, consultation by the
leader:
a. stayed independent of group member's helping behavior.
b. resulted in less helping behavior by group members.
c. tended to be regarded with suspicion.
d. tended to decrease commitment to the organization.
ANSWER: b
RATIONALE: When group members perceived a poor relationship with their leader, the leader’s use of
inspirational appeal and exchange resulted in less helping of coworkers by members.
However, the leaders’ consultation tactics were positively associated with the members
helping work associates. See "Relative Effectiveness and Sequencing of Influence Tactics."
POINTS: 1
41. A rule of thumb offered for the sequencing of influence tactics is to:
a. first mirror the influence tactic of the other person, then try your own.
b. begin with the ethical, then shift to the unethical.
c. begin with the most positive, or least abrasive, tactic.
d. first be more serious, then move toward joking and kidding.
ANSWER: c
RATIONALE: In the context of sequencing of influence tactics, it is advisable to begin with the most
positive, or least abrasive, tactic. See "Relative Effectiveness and Sequencing of Influence
Tactics."
POINTS: 1
42. A guideline offered for the sequencing of influence tactics is to begin with a:
a. high-cost, high-risk tactic.
b. low-cost, low-risk tactic.
c. low-cost, high-risk tactic.
d. moderate-cost, moderate-risk tactic.
ANSWER: b
RATIONALE: A sensible approach is to begin with low-cost, low-risk tactics. If the outcome is important
enough to the influence agent, he or she can then proceed to higher-cost and higher-risk
influence tactics. An example of a low-cost, low-risk tactic would be joking and kidding. See
"Relative Effectiveness and Sequencing of Influence Tactics."
POINTS: 1
43. In terms of exerting influence, the more position power a person has over another,:
a. less the need for being cautious in the use of influence tactics.
b. the more the need for being cautious in the use of influence tactics.
c. the more the need to consider an open door communication policy.
d. the less the need to consider an open door communication policy.
ANSWER: a
RATIONALE: In general, the more position power an individual exerts over another, the less the need for
being cautious in the use of influence tactics. For example, a vice president can more readily
use undue pressure against a supervisor than vice versa. See "Relative Effectiveness and
Sequencing of Influence Tactics."
POINTS: 1
44. Implicit leadership theories deal mostly with the personal assumptions:
a. about the type of leader most people would like to become.
b. leaders make about the capabilities of group members.
c. companies make about their leaders.
d. about the attributes of an ideal organizational leader.
ANSWER: d
RATIONALE: Implicit leadership theories are personal assumptions about the traits and abilities that
characterize an ideal organizational leader. These assumptions are both stated and unstated.
See "Implicit Leadership Theories and Leadership Influence."
POINTS: 1
DIFFICULTY: Easy
45. According to implicit leadership theories, an example of a leadership antiprototype would be _____.
a. intelligence
b. charisma
c. tyranny
d. violence
ANSWER: c
RATIONALE: In the context of implicit leadership theories, antiprototypes are traits and behaviors people
do not want to see in a leader.Tyranny is one of the antiprotypic traits. See "Implicit
Leadership Theories and Leadership Influence."
POINTS: 1
46. Ryan is apathetic about carrying out the request made by his team manager to draft an agenda for the upcoming target
meeting. He is not particularly overjoyed about the task, but makes a modest effort in doing it. In the context of influence
outcomes, the influence attempt of Ryan's manager is an example of _____.
a. compliance
b. commitment
c. resistance
d. debasement
ANSWER: a
RATIONALE: In the context of influence outcomes, the influence attempt made by Ryan's manager is an
example of compliance.Compliance means that the influence attempt is partially successful:
The target person is apathetic (not overjoyed) about carrying out the request and makes only
a modest effort. See "A Model of Power and Influence."
POINTS: 1
47. In an attempt to convince her team members about the merits of a proposed business plan, Margaret adapts the
influence tactic of explaining the percentage increase in salary that each of her team member will enjoy, if the plan is
successful. In this case, Margaret's attempt is an example of _____.
a. debasement
b. apprising
c. bargaining
d. joking
ANSWER: b
RATIONALE: In the context discussed in the question, Margaret attempts apprising. Apprising means that
the influence agent explains how carrying out a request or supporting a proposal will benefit
the target personally, including advancing the target’s career. See "Description and
POINTS: 1
NOTES: Digital Story: Perform
48. Tina offers an expensive gift to her subordinate, provided the subordinate help her with the content of a power point
presentation; the work being officially assigned to Tina. In this context, which of the following influence tactics is
practised by Tina?
a. Exchanging Favors
b. Leading by example
c. Using Rational Persuasion
d. Explaining benefits to the target
ANSWER: a
RATIONALE: In this context, Tina attempts the influence tactic of exchanging favors and bargaining.This
tactic involves offering to exchange favors if another person will help you achieve a work
goal is another standard influence tactic. See "Description and Explanation of Influence
Tactics."
POINTS: 1
49. Anne, the Creative Head of a publishing house which is into teens' fiction ,decides to form an alliance with the
Creative Heads of other publishing houses in the city, in order to plan for a literary meet. In the context of influence
tactics, an alliance of this kind, if formed, becomes an example of a(n) _____.
a. conglomerate
b. editorial
c. consultancy
d. coalition
ANSWER: d
RATIONALE: In the context of influence tactics, the alliance which Anne forms is an example of a
coalition.At times, it is difficult to influence an individual or group by acting alone. A leader
will then have to form coalitions, or alliances, with others to create the necessary clout. See
POINTS: 1
50. The employees of an organization are told that if they don't work for a minimum of three extra hours every week, they
would not be considered for promotions.This is most likely an example of _____.
a. debasement
b. deliberate machiavellianism
c. compliance
d. upward appeal
ANSWER: b
RATIONALE: This is an example of deliberate machiavellianism. Machiavellians regularly practice
deception, bluffing, and other manipulative tactics. See "Description and Explanation of
Influence Tactics."
POINTS: 1
51. Jonathan, the human resource manager of an organization, requests the help of the managing director to communicate
on incentive cuts which will be allocated to employees who perform below the organisational standard. In the context of
influence tactics, this is most likely an example of _____.
a. upward appeal
b. open door policy
c. closed door policy
d. deliberate machiavellianism
ANSWER: a
RATIONALE: The scenario discussed in the question is most likely an example of upward appeal.In upward
appeal, the leader exerts influence on a team member by getting a person with more formal
authority to do the influencing. See "Description and Explanation of Influence Tactics."
POINTS: 1
52. Which of the following is an example of debasement?

a. A manager pretending to be incapable of doing a task so that he gets help from his subordinates
b. A manger gifting an expensive watch to one of his subordinates in return of the work they have done
c. A subordinate exchanging pleasantries with his manager
d. A subordinate acting polite before his superior
ANSWER: a
RATIONALE: A manager pretending to be incapable of doing a task, so that he gets help from his
subordinates is an example of debasement.Debasement means demeaning or insulting oneself
to control the behavior of another person. See "Description and Explanation of Influence
Tactics."
POINTS: 1
53. " I won't pressurize you to meet the sales target, but think of your familial settings, and to what degree they would be
affected provided you fail to meet the target." This dialogue is made by Gregory, a line manager , to one of his
subordinates. In the context of influence tactics, Gregory attempts _____.
a. gentle manipulation of his subordinate
b. debasement before his subordinates
c. the process of upward appeal
d. co-opting antogonists
ANSWER: a
RATIONALE: In this context, Gregory attempts gentle manipulation of his subordinate.People who are
manipulative gain the compliance of another person by making untrue statements or faking
certain behaviors. A manipulative approach is to imply dire consequences to innocent people
if the influence target does not comply with demands of the influence agent. See "Description
and Explanation of Influence Tactics."
POINTS: 1
54. Alan, the marketing manager of an organization , finds out that his team has performed below the standards set. He
considers two influence tactics to deal with the issue.
1) Joking and kidding
2) Forming a coalition
In the context of sequencing of influence tactics, which of the following options is Alan most likely to choose to deal with
the issue?
a. 2,1
b. 1,2
c. 1 alone, as 2 is not an influence tactic
d. 2 alone, as 1 is not an influence tactic
ANSWER: b
RATIONALE: Alan is most likely to prioritize the influence tactic of joking or kidding over that of forming
a coalition. This is because, a recommended sensible approach is to first opt for a low-cost,
low-risk process, such as joking or kidding, and then proceed to a high-cost, high-risk tactic,
as and when the situation demands. See "Relative Effectiveness and Sequencing of Influence
Tactics."
POINTS: 1
55. Adrian is a compassionate and sensitive leader. He is charismatic and dynamic. On the other hand, Joseph is dominant
leader and is considered manipulative by his subordinates. In the context of implicit leadership theories, which of the
following options is most likely to be true?
a. Adrian's traits are considered prototypes, while Joseph's traits are considered antiprototypes.
b. Joseph's traits are considered antiprototypes, while Adrian's traits are considered prototypes.
c. Both Adrian's and Joseph's traits are considered prototypes.
d. Both Adrian's and Joseph's traits are considered antipeototypes.
ANSWER: a
RATIONALE: In the context of implicit leadership theories, Adrian's traits are considered prototypes, while
Joseph's traits are considered antiprototypes. Prototypes are positive characterizations of a
leader, whereas antiprototypes are traits and behaviors people do not want to see in a leader.
See "Implicit Leadership Theories and Leadership Influence."
POINTS: 1
56. In the context of outcomes of influence tactics, _____ means that the influence agent has changed the person's
behavior but not his attitude.
a. compliance
b. resistance
c. commitment
d. debasement
ANSWER: a
RATIONALE: Compliance means that the influence attempt is partially successful. It means the influence
agent has changed the person's behavior , but not his attitude. See "A Model of Power and
Influence."
POINTS: 1
DIFFICULTY: Easy
57. In the context of outcomes of influence tactics, _____ is particularly important for complex, difficult tasks because
these require full concentration and effort.
a. compliance
b. commitment
c. resistance
d. debasement
ANSWER: b
RATIONALE: Commitment is the most successful outcome: The target of the influence attempt is
particularly important for complex, difficult tasks because these require full concentration
and effort. See "A Model of Power and Influence."
POINTS: 1
DIFFICULTY: Easy
Essay
58. Describe the three major outcomes of influence tactics, with specific examples or cases, which portray these
outcomes.
ANSWER: The three possible outcomes of influence tactics are commitment, compliance, and resistance.
Commitment is the most successful outcome: The target of the influence attempt is
particularly important for complex, difficult tasks because these require full
concentration and effort. If a leader or manager was influencing a technician to upgrade the
operating system software, the technician's commitment is vital. Compliance means that the
influence attempt is partially successful: The target person is apathetic (not overjoyed) about
carrying out the request and makes only a modest effort. The influence agent has changed the
person’s behavior but not his or her attitude. A long-distance truck driver might comply
with demands that he sleep certain hours between hauls, but he is not enthusiastic about
losing road time. Compliance for routine tasks—such as wearing a hard hat on a construction
site—is usually good enough. Resistance is an unsuccessful influence attempt: The target is
opposed to carrying out the request and finds ways to either not comply or do a poor job.
Resistance includes making excuses for why the task cannot be carried out,
procrastinating, and outright refusing to do the task.
POINTS: 1
KEYWORDS: Bloom's: Analysis
NOTES: Digital story: Lead
59. Christy, a sales manger, believes in an optimal combination of "essentially ethical and honest" and "neutral" influence
tactics to influence his team members. Create a pool of four influence tactics, out of which two are ethical and honest, and
the rest are neutral, from which Christy can choose his influence strategy.
ANSWER: Following are the two ethical and honest influence tactics:
1. Leading by Example, Respect, and Trust A simple but effective way of influencing group
members is by leading by example, or acting as a positive role model. The ideal approach is
to be a “do as I say and do” manager—that is, one whose actions and words are consistent.
Actions and words confirm, support, and often clarify each other. Being respected facilitates
leading by example because group members are more likely to follow the example of leaders
they respect.
2. Using Rational Persuasion Rational persuasion is an important tactic for influencing
people. It involves using logical arguments and factual evidence to convince another person
that a proposal or request is workable and likely to achieve the goal. Assertiveness combined
with careful research is necessary to make rational persuasion an effective tactic. It is likely
to be most effective with people who are intelligent and rational. Chief executive
officers typically use rational persuasion to convince their boards that an undertaking, such as
product diversification, is mandatory. A major moderating variable in rational persuasion is
the credibility of the influence agent. Credibility helps an individual be more persuasive in
two ways. First, it makes a person more convincing. Second, it contributes to a
person’s perceived power, and the more power one is perceived to have, the more targets will
be influenced.
Following are the two neutral tactics:
1. Joking and Kidding Good-natured kidding is especially effective when a straightforward
statement might be interpreted as harsh criticism. Joking or kidding can thus get the message
across and lower the risk that the influence target will be angry with the influence agent.
Joking and kidding might be interpreted either as dishonest or as extraordinarily tactful
because the criticizer softens the full blow of the criticism.
2. Upward Appeal In upward appeal, the leader exerts influence on a team member by getting
a person with more formal authority to do the influencing. Some managers and researchers
regard upward appeal as an ethical and standard practice, yet it does contain an element of
manipulation and heavy-handedness.A leader might attempt to persuade another staff
member that higher management approved his or her request. The target of the influence
event is thus supposed to grant acceptance automatically. Or the leader can request higher
management’s assistance in gaining another person’s compliance with the request.
POINTS: 1
LEARNING OBJECTIVES: 8.2, 8.3 - 8.2,8.3
NOTES: Digital story: Lead
60. Ayan, the newly appointed CEO, considers a series of steps to be implemented in the organization, to bring about
change and ensuring the maintenance of a healthy corporate culture. Considering the various types of influence tactics,
describe atleast four steps which Ayan would most likely implement as a transformational leader.
ANSWER: A leader might do the following to bring about change as well as ensuring that a healthy
corporate culture is maintained.
• Serve as a role model for the desired attitudes and behaviors. Leaders must behave in ways
consistent with the values and practices they wish
to see imitated throughout the organization. If the change the leader wants is a stronger focus
on customer service, leaders must treat
employees as customers, thereby acting as role models for the way customers should be
treated. The leaders must also talk in positive terms
about customer service.
• Select candidates for positions at all levels whose values mesh with the values of the desired
culture. Many firms hire only those candidates
whose work and school experience suggest that they might be good team players—a cultural
value.
• Sponsor new training and development programs that support the desired cultural values.
Among many examples, top management might
sponsor diversity training to support the importance of cultural diversity, or training in
quality to support the value of quality.
• Establish a reward system that reinforces the culture, such as giving huge suggestion awards
to promote an innovative culture. Jeff Bezos at
Amazon.com is so committed to innovation that being imaginative is almost a requirement
for being promoted into a key position at the company.
A leader who exhibited all of these behaviors would qualify as a transformational leader
Test Bank for Leadership: Research Findings, Practice, and Skills, 8th Edition Andrew J. DuB
because of all the positive changes.

POINTS: 1
NOTES: Digital story : Lead
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4. A hands-on leader is typically task oriented.

17. A leader must acquire _____ in order to influence others.

18. _____ is the most successful influence outcome.

19. The three outcomes of influence tactics are _____.

21. A major moderating variable in the use of rational persuasion is the:

23. A recommended technique for exchanging favors is to:

25. An important part of making an inspirational appeal is to:

27. An individual who has strong personal magnetism:

29. Team play can be an influence tactic when a person:

30. Derek is a hands-on leader, so he is likely to:

36. Joking or kidding is often used as an influence tactic when:

52. Which of the following is an example of debasement?

because of all the positive changes.

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