Test Bank For
Organizational Leadership Third Edition John Bratton
Chapters 1-17
Chapter 1: The nature of leadership
1. Organizational leadership is a process of influencing within an employment relationship
involving ongoing human interaction with others wherein those others consent to achieve a
goal.
Which of the following statement describes the above definition incorrectly?
a. Leadership is influencing each other directly and indirectly within a formal structure of
organization.
b. The influence process only applies to those with rankings in the organizational hierarchy.c.
The aim of leadership is ultimately to reach a desired outcome, and its success is measured
by the goal’s effectiveness.
d. The style of leadership adopted is affected by the actions embedded in a system of both
cooperation and structural conflict.
Ans: B
2. Leadership is different from management, and the following statements are true, except:
a. Leaders encourage empowerment, while Managers encourage compliance.
b. Leaders operate at an emotional level, seeking to appeal to followers’ emotions, while
Managers operate logically and value rationality.
c. Leaders are change agents associated with vuja de, while Managers are change agents
associated with déjà vu.
d. Leaders encourage compliance, while Managers encourage empowerment.
Ans: D
3. How has the focus of research in leadership changed over the years?
,a. Trait > Charismatic/Transformational > Behaviour > Contingency > Shared/Distributed
b. Trait > Contingency > Charismatic/Transformational > Behaviour > Shared/Distributed
c. Trait > Behaviour > Contingency > Charismatic/Transformational > Shared/Distributed
d. Trait > Behaviour > Charismatic/Transformational > Contingency > Shared/Distributed
Ans: C
4. Why is it crucial to critique mainstream functionalist approach to leading people?
a. ‘Glass ceiling’ is only a myth created to explain why women cannot accelerate as fast as
men in their career advancement.
b. To understand the real consequences of power for the people within and outside of the
organizations.
c. Power operates only within the cooperation and does not affect society as a whole.
d. There exists such a thing as ‘female’ management behaviour.
Ans: B
5. The Employment Relationship is formed through the following, except:
a. Mutually advantageous transaction in a free market.
b. Unequal power relation formed within complex socioeconomic inequalities.
c. Negotiation over ‘wage-effort’ between parties with competing interests.
d. Partnership of employers and employees with different interests.
Ans: D
Chapter 2: Power and leadership
1. According to Weber’s and Lukes’ way of conceptualizing power, ______.
a. Power is found in everyday social practice
b. Power is visible, exercised when needed
c. Power is imperceptible through everyday routines
,d. Knowledge buttresses the web of power
Ans: B
2. French and Raven have focused on the potential ability of one individual to influence
another within a certain social situation. This theory assumes ______.
a. Power relations in a broad sense, acknowledging the complexity and mixture of consensus
and conflict
b. Power as a relational activity, rather than as a possession
c. Those with power induce the powerless to behave or believe as the former wish, without
coercion
d. The particular ‘resource’ owned by the person that is applicable in one situation will have
the same application in other scenarios
Ans: D
3. Abusive relationships between the leader and follower remain a critical issue, much more in
today’s organizations. What is the main contribution to this matter?
a. Obedience is the key
b. Fear of the leader
c. Society remains impartial about this
d. It is a norm that became part of the culture in the organization/society
Ans: A
4. Which of the following does not describe the relationship between power and the
individuals who intend to harness it at their workplace?
a. Having power means you know how to ‘play the game’ at your workplace to achieve your
goals, regardless of your own or your team’s.
b. Power works most efficient and effective in a bureaucratic organization.
c. Only certain individuals possess power in the organization.
, d. To be able to manage someone, you would need to know them in and out as much as
possible. HRM provides you with the necessary tools to achieve this.
Ans: C
5. Fleming and Spicer identified four sites of organizational power. Which of the following is
not part of the four?
a. Family relations and religion are additional ‘regulatory’ forces
b. The organization itself becomes a vehicle to further interests or goals
c. Attempts to use extra-organizational spaces to engage in political activity and create change
within the sector
d. How elites might compete to influence how an organization develops
Ans: A
Chapter 3: Culture and leadership
1. Which of the following correctly provides an example of a cultural dimension as per House
et al.?
a. Town planning laws
b. Educational attainment guidelines
c. Gender egalitarianism
d. Gender in-group collectivism
Ans: C
2. What is organizational culture?
a. A phenomenon which is separate to and uninfluenced by national culture or broader social
culture.
b. A system of ‘shared’ values and beliefs, co-produced by leaders and followers, which seek
to reinforce employee behaviour to achieve the organization’s goals.
Organizational Leadership Third Edition John Bratton
Chapters 1-17
Chapter 1: The nature of leadership
1. Organizational leadership is a process of influencing within an employment relationship
involving ongoing human interaction with others wherein those others consent to achieve a
goal.
Which of the following statement describes the above definition incorrectly?
a. Leadership is influencing each other directly and indirectly within a formal structure of
organization.
b. The influence process only applies to those with rankings in the organizational hierarchy.c.
The aim of leadership is ultimately to reach a desired outcome, and its success is measured
by the goal’s effectiveness.
d. The style of leadership adopted is affected by the actions embedded in a system of both
cooperation and structural conflict.
Ans: B
2. Leadership is different from management, and the following statements are true, except:
a. Leaders encourage empowerment, while Managers encourage compliance.
b. Leaders operate at an emotional level, seeking to appeal to followers’ emotions, while
Managers operate logically and value rationality.
c. Leaders are change agents associated with vuja de, while Managers are change agents
associated with déjà vu.
d. Leaders encourage compliance, while Managers encourage empowerment.
Ans: D
3. How has the focus of research in leadership changed over the years?
,a. Trait > Charismatic/Transformational > Behaviour > Contingency > Shared/Distributed
b. Trait > Contingency > Charismatic/Transformational > Behaviour > Shared/Distributed
c. Trait > Behaviour > Contingency > Charismatic/Transformational > Shared/Distributed
d. Trait > Behaviour > Charismatic/Transformational > Contingency > Shared/Distributed
Ans: C
4. Why is it crucial to critique mainstream functionalist approach to leading people?
a. ‘Glass ceiling’ is only a myth created to explain why women cannot accelerate as fast as
men in their career advancement.
b. To understand the real consequences of power for the people within and outside of the
organizations.
c. Power operates only within the cooperation and does not affect society as a whole.
d. There exists such a thing as ‘female’ management behaviour.
Ans: B
5. The Employment Relationship is formed through the following, except:
a. Mutually advantageous transaction in a free market.
b. Unequal power relation formed within complex socioeconomic inequalities.
c. Negotiation over ‘wage-effort’ between parties with competing interests.
d. Partnership of employers and employees with different interests.
Ans: D
Chapter 2: Power and leadership
1. According to Weber’s and Lukes’ way of conceptualizing power, ______.
a. Power is found in everyday social practice
b. Power is visible, exercised when needed
c. Power is imperceptible through everyday routines
,d. Knowledge buttresses the web of power
Ans: B
2. French and Raven have focused on the potential ability of one individual to influence
another within a certain social situation. This theory assumes ______.
a. Power relations in a broad sense, acknowledging the complexity and mixture of consensus
and conflict
b. Power as a relational activity, rather than as a possession
c. Those with power induce the powerless to behave or believe as the former wish, without
coercion
d. The particular ‘resource’ owned by the person that is applicable in one situation will have
the same application in other scenarios
Ans: D
3. Abusive relationships between the leader and follower remain a critical issue, much more in
today’s organizations. What is the main contribution to this matter?
a. Obedience is the key
b. Fear of the leader
c. Society remains impartial about this
d. It is a norm that became part of the culture in the organization/society
Ans: A
4. Which of the following does not describe the relationship between power and the
individuals who intend to harness it at their workplace?
a. Having power means you know how to ‘play the game’ at your workplace to achieve your
goals, regardless of your own or your team’s.
b. Power works most efficient and effective in a bureaucratic organization.
c. Only certain individuals possess power in the organization.
, d. To be able to manage someone, you would need to know them in and out as much as
possible. HRM provides you with the necessary tools to achieve this.
Ans: C
5. Fleming and Spicer identified four sites of organizational power. Which of the following is
not part of the four?
a. Family relations and religion are additional ‘regulatory’ forces
b. The organization itself becomes a vehicle to further interests or goals
c. Attempts to use extra-organizational spaces to engage in political activity and create change
within the sector
d. How elites might compete to influence how an organization develops
Ans: A
Chapter 3: Culture and leadership
1. Which of the following correctly provides an example of a cultural dimension as per House
et al.?
a. Town planning laws
b. Educational attainment guidelines
c. Gender egalitarianism
d. Gender in-group collectivism
Ans: C
2. What is organizational culture?
a. A phenomenon which is separate to and uninfluenced by national culture or broader social
culture.
b. A system of ‘shared’ values and beliefs, co-produced by leaders and followers, which seek
to reinforce employee behaviour to achieve the organization’s goals.
