Chapter Test
6

Multiple Choice Questions

___    1.    The authors identify four sets of influence tools that are significant to leaders; they are:

a.           credibility-building behaviors, compliance-gaining strategies, argumentation skills, and negotiation tactics.

b.           credibility-building behaviors, compliance-gaining strategies, argumentation skills, and a good negotiation track record.

c.           credibility-building behaviors, compliance-gaining strategies, argumentation skills, and vision expertise.

d.           credibility-building behaviors, compliance-gaining strategies, argumentation skills, and group leadership experience.

___    2.    The term “value-added” best describes which dimension of credibility?

a.           trustworthiness (character)

b.           dynamism

c.           competence

d.           sensitivity

___    3.    Trustworthiness is another name for

a.           value-added.

b.           pathos.

c.           logos.

d.           honesty and consistency.

___    4.    Dynamism refers to perceptions of a source’s

a.           confidence, activity, and compliance.

b.           confidence, activity, and assertiveness.

c.           confidence, activity, and cooperation.

d.           confidence, activity, and vision.

___    5.    Modifying behaviors to make the desired impression on others is the first step to:

a.           getting recognized

b.           building your credibility.

c.           gaining respect with co-workers

d.           empowering

___    6.    Changing behaviors in order to generate more favorable impressions is known as

a.           impression management.

b.           self-management.

c.           behavior modification.

d.           personality management.

___    7.    Going first, staying in touch, making meaning on a daily basis, teaching during moments of learning, storytelling, handling failure and loss of credibility, and establishing systems are subsets of which discipline or practice that builds credibility over time?

a.           discovering yourself

b.           developing capacity

c.           affirming shared values

d.           serving a purpose

___    8.    There are four tactics that produce a positive emotional climate for compliance gainers; those tactics are

a.           compliance analogies, other benefits, exchange, and referent influence.

b.           argumentative competence, other benefits, exchange, and referent influence.

c.           supporting evidence, other benefits, exchange, and referent influence.

d.           inventional system, other benefits, exchange, and referent influence.

___    9.    Inductive, deductive, causal, and analogical are common patterns of

a.           pathos.

b.           credibility.

c.           ethos.

d.           logic.

___    10.    Being nice, being provokable, and being forgiving are elements of

a.           the three stages negotiation process.

b.           the tit for tat strategy.

c.           inventional discourse.

d.           rational persuasion.

___    11.    Tactician managers rely heavily on reason but:

a.           are open to input from other managers

b.           ask for suggestions when they can

c.           revert to other tactics when needed.

d.           take a flexible approach

___    12.    Rational persuasion involves:

a.           appealing to feelings of loyalty and friendship

b.           trading favors

c.           the use of flattery, praise, and friendly/helpful behavior

d.           the use of logical arguments and factual evidence.

True-False Statements

_______        1.        Separating the people from the problem; focusing on interests, not positions; inventing options for mutual gain; and insisting on objective criteria are elements of the principled negotiation model.

_______        2.        “Ethos” is another name for logic.

_______        3.        Bystander managers make more covert compliance-gaining attempts and exercise more organizational influence.

_______        4.        The tit for tat strategy suggests that one should never use a competitive approach when negotiating with others.

_______        5.        Gary Yukl identifies nine common managerial influence tactics; they are rational persuasion, inspirational appeals, consultation, exchange tactics, personal appeals, ingratiation, legitimating tactics, pressure tactics, and coalition tactics.

_______        6.        Tactics that can be used as mental shortcuts include reciprocation, commitment and consistency, social proof, liking, authority, and scarcity.

_______        7.        The goal of negotiation is to reach a conclusion satisfying to at least one side.

_______        8.        Argumentative individuals are more likely to emerge as leaders, and groups that argue about ideas generate higher quality solutions.

_______        9.        Stating the controversy in propositional form is a desirable characteristic in argumentative competence.

_______        10.        The lower the perceived status of the persuader, the more likely it is that targets will comply.

_______        11.        Legitimating tactics is claiming the right or authority to make a request.

_______        12.        Argumentation never involves controversy and extended discussion.

Short Answer Questions

1.    Defend “competence” as one dimension of credibility.

2.    Discuss the six practices that build perceptions of credibility over time.

3.    Discuss strategies for interpersonal compliance gaining.

4.    Discuss the Principled Negotiation approach.

5.    Identify some of the common errors in reasoning exhibited when communicators attack evidence.

6.    What are some sharp differences between cooperative and competitive negotiation climates?

7.    The most significant elements or dimensions of credibility are competence, trustworthiness, and dynamism. Briefly describe each one.

Essay Questions

1.    Why is exercising influence the essence of leadership?

2.    Why is credibility so important to leaders?

3.    Discuss the difference between interpersonal compliance gaining and compliance gaining within an organization.

4.    Define argumentative competence.

5.    Define and discuss positive “compliance-gaining strategies.”

6.    Select two of the managerial influence tactics and describe how you would use them in a specific situation.

7.            Describe how you would create a cooperative climate