ABDM1183 Introduction to Business
TUNKU ABDUL RAHMAN UNIVERSITY OF
MANAGEMENT AND TECHNOLOGY
ABDM1183 INTRODUCTION TO BUSINESS
Week 10
TUTORIAL 9
TOPIC 6: LEADER AND LEADERSHIP ( part 1)
Section A: Multiple-choice question
[Link] process by which one person exerts influence over others and inspires, motivates, and
directs their activities is known as ________.
A) empowerment
B) time management
C) leadership
D) change management
[Link] person who inspires, motivates, and directs the activities of others so that they work toward
organizational goals is known as a
A) follower.
B) leadership substitute.
C) coercive leader.
D) leader.
3. The ability of a leader to get others to act in certain ways is known as that leader's __________.
4. A) power.
B) initiating structure.
C) philosophy.
D) task orientation.
5. Mick, the divisional manager at Howard Aeronautics, has to consult with Lucas when it comes to
the hiring procedures of the company because Lucas is a senior human resources manager. Lucas
enjoys the privileges of ________ power.
A) reward
B) referent
C) legitimate
D) coercive
6. Because Alyce is a department manager, she has reward power. As a result of this power, she
A) is able to give pay raises.
B) is an expert in the eyes of her subordinates.
C) can give verbal reprimands.
D) provides technical expertise to her subordinates.
7. Deanna manages a large department store, and as a result, she has the capacity to give the store's
employees written warnings, reduce their work hours, or fire them if they do not perform
adequately. This is an example of her ________ power.
A) coercive
B) legitimate
C) referent
D) expert
8. The premise that effective leaders possess personal qualities that set them apart from ineffective
leaders is based on the ________ model.
A) task-oriented
B) path-goal
C) contingency
D) trait
9. Integrity and honesty help managers become effective leaders by helping them ______.
A) understand complex issues and solve problems.
B) make good decisions and discover ways to increase efficiency and effectiveness.
C) deal with uncertainty and make difficult decisions.
D) behave ethically and earn their subordinates' trust and confidence.
10. Emmanuel is the owner and manager of a tutoring company. He often lets his employees open the
business when he has a busy morning, and he lets them record their own tutoring hours without
verifying them because he trusts them fully. Emmanuel is practicing __________.
A) initiating structure.
B) consideration.
C) coercion.
D) escalation of commitment.
9. When a leader assigns work to a subordinate and makes sure that the work gets done
acceptably, the leader is engaging in __________.
A) empowerment.
B) initiating structure.
C) consideration.
D) relationship-oriented behavior.
Essay Questions
1. Discuss FIVE (5) types of power that are available to a manager and explain what they mean.
2. Explain what a "trait model" of leadership is. Name at least four traits related to effective
leadership, and briefly explain how each could help a leader perform his or her job better.
3. Explain with examples what the "behavior model" of leadership is.
The various types of power available to a manager are legitimate, reward,
coercive, expert, and referent.
Legitimate power is the authority a manager has by virtue of his or her
position in an organization's hierarchy.
Reward power is the ability of a manager to give or withhold tangible rewards
(pay raises, bonuses, and choice job assignments) and intangible rewards
(verbal praise, a pat on the back, respect).
Coercive power is the ability of a manager to punish others.
Expert power is based on the special knowledge, skills, and expertise that a
leader possesses.
Referent power is the power that comes from subordinates' and coworkers'
respect, admiration, and loyalty.
The trait model of leadership focuses on identifying the personal characteristics that
cause effective leadership.
Traits alone are not the key to understanding leader effectiveness, however.
Some effective leaders do not possess all these traits, and some leaders who possess
them are not effective in their leadership role.
This lack of a consistent relationship between leader traits and leader effectiveness led
researchers to shift their attention away from traits and to search for new explanations
for effective leadership. The traits related to effective leadership are:
Intelligence, which helps managers understand complex issues and solve problems.
Knowledge and expertise, which help managers make good decisions and discover
ways to increase efficiency and effectiveness.
Dominance, which helps managers influence their subordinates to achieve
organizational goals.
Self-confidence, which contributes to managers' effectively influencing subordinates
and persisting when faced with obstacles or difficulties.
High energy, which helps managers deal with the many demands they face.
Tolerance for stress, which helps managers deal with uncertainty and make difficult
decisions.
Integrity and honesty, which help managers behave ethically and earn their
subordinates' trust and confidence.
Maturity, which helps managers avoid acting selfishly, control their feelings, and admit
when they have made a mistake.
The behavior model focuses not on what effective leaders are like, but what they actually
do in influencing their subordinates to achieve group and organizational goals. The two
basic types are initiating structure and consideration.
Leaders engage in consideration behaviour when they show their subordinates that they
trust, respect, and care about them. Managers who truly look out for the well-being of their
subordinates, and do what they can to help subordinates feel good and enjoy their work,
perform consideration behaviors.
Leaders engage in initiating structure behaviour when they take steps to make sure that
work gets done, subordinates perform their jobs acceptably, and the organization is
efficient and effective.
Assigning tasks to individuals or work groups, letting subordinates know what is expected
of them, deciding how work should be done, making schedules, encouraging adherence
to rules and regulations, and motivating subordinates to do a good job are all examples of
initiating structure.