$1)$ Using power for personal reasons means that a manager will definitely achieve his or her career aspirations.

$2)$ Interpersonal attraction, as a source of personal power, involves charisma, agreeable behaviors, and physical characteristics.

$3)$ Building networks that are rich in structural holes comes easy for most people because we have a natural tendency to seek connections that give us unique information.

$4)$ The ability to transform power into influence hinges on securing the consent of others in ways that engender support and commitment instead of resistance and resentment.

$5)$ Influence strategies used by managers to obtain compliance fall into three categories: retaliation, reciprocity, and reason.

$6)$ If you ask your employees to work overtime in exchange for an extended weekend, you are utilizing the retribution influence strategy.

$7)$ In order to neutralize reciprocity strategies, one should first examine the content of any favor$-$giving activity.

$8)$ Because reason strategies involve trusting the good intent of other people, it is not appropriate to neutralize these attempts by appealing to a higher authority in the organization.

$9)$ What should subordinates perceive about their boss in order to feel a higher status in the organization and to feel higher morale?

A$)$ He is on their side.

B$)$ He has considerable downward influence.

C$)$ He has considerable "clout." $($power and influence over other people or events$)$

D$)$ He is equal to them.

$10)$ What are the two basic factors that influence a person's power in an organization?

A$)$ Personal goals and position characteristics

B$)$ Position characteristics and personal aspirations

C$)$ Personal attributes and position manipulation

D$)$ Personal attributes and position characteristics

$11)$ Which of the following characteristics is not an important source of personal power?

A$)$ Flexibility

B$)$ Effort

C$)$ Personal attraction

D$)$ Expertise

E$)$ Legitimacy

$12)$ Which of the following is not a determinant associated with position power?

A$)$ Expertise

B$)$ Relevance

C$)$ Visibility

D$)$ Flexibility

E$)$ Centrality

$13)$ If you would like to expand your power base horizontally, what could you do$?$

A$)$ Have lunch with co$-$workers in your department every day

B$)$ Have lunch with workers from other departments

C$)$ Focus on increasing your power through the formal organizational powers

D$)$ Do an excellent job on all your assignments

C$)$ Incorrect. Formal organizational powers may have some influence, but the key factor distinguishing high performers from low performers is the ability to establish informal relationships through networks.

D$)$ Incorrect. This would be an attempt at expanding your power base vertically $($with regard to your managers$).$