Reference no: EM133160971

1. If a manager wanted to use influence tactics to improve their subordinates job-related task behaviour, they may have the most success by:

a) Asking them for their opinion on how to improve the team's performance on the behaviour.

b) Offering them a pay raise in exchange for performing the behaviour.

c) Telling them that they must engage in the behaviour because it is part of the job description.

2. Leaders use ____________ when they set up clear expectations for performance, specify what should be done, and reward employees based on their meeting goals and expectations.

a) Management by exception: passive

b) Empowerment

c) Contingent rewards

3. A problem with goal setting is that it can lead to employees who:

a) Do not see the meaning in their job.

b) Take less risk at work.

c) Focus on a narrow set of job-related behaviours.

4. A manager can improve subordinates' performance levels by giving them instructions that can alter their state level:

a) Prove goal orientation

b) Learning goal orientation

c) Avoid goal orientation

5. When examining the relationship between leaders and how employees react to change, researchers found that transformational leaders were effective because they:

a) Tried to consider their employees perspective, and how they would react to change.

b) Influenced commitment to change by affecting their employees' moods and emotions.

c) Promised large rewards to those who supported the change, and by consequence they were able to gain support for the change effort.