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Exam 13: Leadership: Power and Negotiation

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Question 61

Multiple Choice

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Carl, Ben, and Andy are employees at Palliative Care Home (PCH) . They report to Lisa, who is the department manager. Lisa has a tremendous amount of freedom to make decisions on how she manages her employees. She recently gave Andy the preferred shift for his outstanding service to the patients at PCH, along with an employee-of-the-month award. In his acceptance speech, Andy indicated he is simply trying to emulate Carl, who is liked by all the patients at PCH. He admires Carl and has learned several things about the job by just observing him. Ben, feeling left out, has started to enlist other employees in the department to help influence Lisa for next month's award. When Lisa gives Andy his preferred shift, she is exhibiting _____ power.

A) reward
B) personal
C) coercive
D) referent
E) expert

F) A) and B)
G) C) and E)

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Question 62

Multiple Choice

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The first step of the negotiation process is:

A) preparation.
B) commitment.
C) bargaining.
D) exchange of information.
E) adjourning.

F) A) and B)
G) All of the above

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Question 63

Multiple Choice

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A competing style of conflict resolution should be used:

Leah wants to upgrade her skills, and she approaches Timothy, the Human Resources manager, to try to convince him to send her for the Advanced Negotiation and Portfolio Management Training program. Timothy has which of the following powers?

High assertiveness and high cooperation represent which style of conflict resolution?

High levels of organizational politics have been shown to be beneficial to company performance as a whole.

Leaders will typically use an avoiding conflict resolution style when an issue is really not that important to them but is very important to the other party.

Which type of power operates primarily on the principle of fear?

Repeated uses of coercive power or repeated reliance on hard influence tactics such as pressure or coalitions could actually decrease organizational commitment levels.

The dean of a highly reputed business school has decided to pursue a coveted accreditation for the college. To get the faculty's buy-in and support, she created a faculty-driven process whereby members of the faculty participate and carry out the accreditation process under her guidance. This approach has increased the commitment of the faculty, who now have a stake in seeing the process succeed and the goal of accreditation accomplished. What influence tactic did the dean use?

Which of the following influence tactics increases commitment from the target, who has a stake in seeing that his or her opinions were right?

Describe the various stages in the negotiation process.

Leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others. These leaders are exhibiting the contingency factor called _____.

Distinguish between distributive bargaining and integrative bargaining.

_____ power is derived from a position of authority inside the organization.

Michael Jordan is an icon in basketball. Many people buy shirts with his name on them. Jordan's iconic status gives him _____ power.

Two parties are more likely to take on a more integrative approach to negotiations when:

Name the four contingencies of power, and explain how they affect a leader's ability to influence others.

It is possible to exert influence in all directions: upward, downward, and lateral.

Differentiate between inspirational appeal and personal appeal.