Police Administration 3rd Edition By Larry K. Gaines – Test Bank

Police Administration 3rd Edition By Larry K. Gaines – Test Bank

Chapter 6: Police Leadership

TRUE/FALSE

1. Leadership has been formally defined as the process of directing and influencing individuals or groups to achieve goals.

ANS: T PTS: 1

2. If a leader’s actions are within the zone of indifference, he or she will be able to capably lead subordinates.

ANS: F PTS: 1

3. Informal leaders are those that are placed in positions of leadership by the organization.

ANS: F PTS: 1

4. Power is the foundation of leadership.

ANS: T PTS: 1

5. Coercion power is the same as reward power.

ANS: F PTS: 1

6. Referent power refers to officers’ knowledge or ability to perform some specialized task.

ANS: F PTS: 1

7. The manipulation of others within the organization to achieve and hold power and use that power for personal gain is known as Freudianism.

ANS: F PTS: 1

8. The exploitive-authoritarian leader has no confidence or trust in subordinates.

ANS: T PTS: 1

9. The benevolent-authoritarian style of leadership is more positive than the exploitive-authoritarian style.

ANS: T PTS: 1

10. Participative leadership occurs when subordinates have input only into tactical decisions.

ANS: F PTS: 1

11. According to Downs, leaders described as “climbers” are bureaucrats who strive to maintain the status quo.

ANS: F PTS: 1

12. According to Downs, “zealots” are organizational members with a mission.

ANS: T PTS: 1

13. According to Engel, “supportive supervisors” tend to emphasize their relations with their subordinates, as opposed to focusing on police activities or the community.

ANS: T PTS: 1

14. The contingency approach to leadership incorporates aspects of several leadership and motivation theories.

ANS: T PTS: 1

15. Transactional leadership is a process to change direction.

ANS: F PTS: 1

MULTIPLE CHOICE

16. Leadership can mean:

a.	telling subordinates what to do
b.	getting along with subordinates
c.	influencing individuals to achieve goals
d.	all of these choices

ANS: D PTS: 1

17. Which of the following is NOT considered a primary component of leadership?

a.	people
b.	expertise
c.	power
d.	influence

ANS: B PTS: 1

18. What term describes the ability to influence or control others?

a.	power
b.	influence
c.	coercion
d.	ordering

ANS: A PTS: 1

19. According to Bernard, there are three classifications of directives that a leader might give. They include:

a.	clearly acceptable directives
b.	questionable orders to subordinates
c.	directives completely outside the bounds of acceptability
d.	all of these choices

ANS: D PTS: 1

20. If a leader’s directives are within the zone of indifference, what ability will he or she have to influence subordinates?

a.	total
b.	modest
c.	limited
d.	very likely none

ANS: D PTS: 1

21. What type of leader is put into a position of leadership by the organization?

a.	informal
b.	formal
c.	interim
d.	temporary

ANS: B PTS: 1

22. Which of the following is NOT considered a type of positional or organizational power?

a.	theoretical power
b.	reward power
c.	coercion power
d.	legitimate power

ANS: A PTS: 1

23. Personal power includes:

a.	expertise power
b.	referent power
c.	expertise power and referent power
d.	none of these choices

ANS: C PTS: 1

24. The manipulation of others within the organization to achieve and hold power and use that power for personal, rather than organizational, benefits is known as:

a.	humility
b.	arrogance
c.	Machiavellianism
d.	corruption

ANS: C PTS: 1

25. What kind of leader has no confidence or trust in subordinates?

a.	benevolent-authoritarian
b.	authoritarian-passive
c.	exploitive-authoritarian
d.	exploitive-abusive

ANS: C PTS: 1

26. According to Downs, there are four styles of leadership. Which of the following is NOT one of them?

a.	Climbers
b.	Conservers
c.	Zealots
d.	Followers

ANS: D PTS: 1

27. What kind of leadership occurs when leaders broaden and elevate their followers’ interests?

a.	transactional leadership
b.	cooperative leadership
c.	team leadership
d.	joint leadership

ANS: A PTS: 1

28. Qualities of transformational leaders may include:

a.	vision
b.	symbolism
c.	empowerment
d.	all of these choices

ANS: D PTS: 1

29. Cordner and Scarborough identified four primary styles of police leadership. Which of the following is NOT one of them?

a.	administrator
b.	corruptor
c.	top cop
d.	statesman

ANS: B PTS: 1

30. According to Regoli and colleagues, police chiefs advance through which one of these career stages?

a.	new stage
b.	crisis stage
c.	temptation phase
d.	retirement phase

ANS: B PTS: 1

COMPLETION

31. If a leader’s directives are within the __________, then the leader will very likely not have adequate influence over subordinates.

ANS: zone of indifference

PTS: 1

32. __________ leaders are those that are placed in positions of leadership by the organization.

ANS: Formal

PTS: 1

33. __________ power refers to the ability to control valued resources within the organization.

ANS: Reward

PTS: 1

34. __________ power refers to the power people receive as a result of their position within the organization.

ANS: Legitimate

PTS: 1

35. __________ power refers to officers’ knowledge or ability to perform some specialized task.

ANS: Expertise

PTS: 1

36. __________ theories of leadership emphasize the many characteristics good leaders should possess.

ANS: Trait

PTS: 1

37. The __________-authoritarian leader has no confidence or trust in subordinates.

ANS: exploitive

PTS: 1

38. The __________ style of leadership occurs when management establishes goals and objectives for the organization with subordinates making some of the decisions.

ANS: consultative

PTS: 1

39. The __________ leadership style emphasizes giving subordinates input into tactical decisions and policy formulation.

ANS: participative

PTS: 1

40. According to Downs, __________ are bureaucrats who strive to maintain the status quo.

ANS: conservers

PTS: 1

41. According to Engel, a __________ supervisor expects his or her officers to engage in aggressive law enforcement and see other activities like community service as non-essential.

ANS: traditional

PTS: 1

42. __________ leadership consists of identifying the environmental and employee factors that are most important in a given situation and then utilizing the most appropriate style of leadership for the situation.

ANS: Contingency

PTS: 1

43. A popular contingency approach to leadership is House and Mitchell’s __________ theory of leadership.

ANS: path-goal

PTS: 1

44. A __________ is a group that works toward specific goals or outcomes.

ANS: team

PTS: 1

45. Individuals seek __________ to achieve personal as well as organizational goals.

ANS: power

PTS: 1

ESSAY

46. Describe the types of directives Bernard identified.

ANS:

Clearly acceptable directives. These orders are unquestionably accepted by subordinates. They are recognized as part and parcel of the job.

Questionable orders to subordinates. These are unusual orders such as a patrol sergeant requesting an officer to remain at one location during a shift, which the officer very likely will question unless the circumstances are adequately explained.

A directive completely outside the bounds of acceptability. These are very unlikely to be accepted. For example, a detective supervisor may direct investigators to patrol when not actively investigating a case.

PTS: 1

47. Explain the three main types of positional or organizational power.

ANS:

Reward power. Reward power refers to the ability to control valued resources within the organization. An individual who has the capacity to provide others with something of value—a salary increase, a better assignment, access to new equipment, and so on—has reward power.

Coercion power. Coercion power is the opposite of reward power. Coercion power is embodied in one’s ability to punish others. Coercion or punishment is usually associated with an organization’s disciplinary procedures. However, it also includes the ability to withhold rewards—not allow subordinates to have merit raises, be assigned a new patrol vehicle, or given a choice assignment. Coercive power, like reward power, should not be used frivolously. Its use has long-lasting effects on the individual and possibly the organization.

Legitimate power. Legitimate power refers to the power people receive as a result of their position within the organization. Legitimate power is vested with one’s authority. This power is hierarchical. Persons of higher rank have greater or more legitimate power than those below them. Legitimate power is not unrestricted; it is restricted to those matters that pertain to the position within the organization—people holding rank are given specific responsibilities.

PTS: 1

48. What are some examples of traits that a trait theorist would consider or suggest contribute to effective leadership?

ANS:

Examples include intelligence, self-confidence, fairness, charisma, honesty, persuasiveness, and aggressiveness.

PTS: 1

49. Describe and distinguish between three types of leadership.

ANS:

The exploitive-authoritarian leader has no confidence or trust in subordinates, and subordinates are not allowed to provide input into decisions. Policies and decisions are formulated by top management and filter down the chain of command. There is little superior-subordinate interaction, and when there is, it is usually negative or directive in nature. The benevolent-authoritarian style is somewhat more positive than the exploitive-authoritarian style. Here, the bulk of policies and decisions are made by top management and are distributed by the chain of command, but sometimes managers and supervisors listen to subordinates’ problems. There is more interaction between supervisors and officers than in the exploitive-authoritarian style. The consultative style of leadership is a process whereby management establishes goals and objectives for the organization or department with subordinates making some of the decisions on methods of goal achievement (strategic and tactical decisions). The relationship between superiors and line personnel is relatively positive as problems and possible solutions are discussed openly and freely.

PTS: 1

50. Describe each of Downs’ styles of leadership.

ANS:

Climbers are ambitious and generally unethical people who use every opportunity to further their careers (i.e., they are Machiavellian). They actively recruit sponsors to help further themselves. Conservers essentially are bureaucrats who strive to maintain the status quo. They work themselves into a position with the organization, and they get comfortable by thoroughly understanding the tasks and policies associated with the position. Zealots, on the other hand, are organizational members with a mission. They generally have a narrow special interest and a great deal of energy, which they focus on that interest. They often neglect their duties as they focus almost exclusively on their crusade, sometimes so adamantly that they tend to antagonize others. Finally, advocates are those leaders who care only about their sphere of influence—their particular unit. When dealing with outsiders, they look at only what is good for their unit and seldom compromise even for the greater good. They are just as zealous as zealots, but rather than focusing on an issue, they focus on their domain.

PTS: 1