Deck 6: Courage and Moral Leadership

Question 1

Unethical leaders tend to take all the credit for successes, but they blame others when things go wrong.

Answer 1

True

Question 2

Which of the following is an example of an ethical pressure that challenges the ability of leaders to do the right thing?

A) Showing respect to each individual
B) Meeting the demands of vendors or business partners
C) Possessing humility
D) Encouraging and developing others

Answer 2

B

Question 3

The actions that make leaders go wrong include:

A) breaching agreements.
B) promoting follower development.
C) having the courage to confront unjust acts.
D) taking responsibility.

Answer 3

A

Question 4

Peers and subordinates with lax ethical standards:

A) do what is right.
B) feel free to act as they choose.
C) show a commitment to ethics in their behavior.
D) operate at a postconventional level.

Question 5

Employees learn about the values that are important in the organization by watching leaders.

Question 6

Moral leadership is about:

A) distinguishing right from wrong.
B) taking away from others to enhance oneself.
C) rewarding unethical conduct.
D) nonconformity.

Question 7

Standing up for what is right is a primary way in which leaders create an environment of integrity.

Question 8

Stewardship is a belief that leaders are deeply accountable to others as well as to the organization, without trying to control others.

Question 9

A principle of stewardship is to localize decisions and power to those closest to the work and the customer.

Question 10

Which of the following is a behavioral trait of unethical leaders?

A) Establishing and communicating ethics policies
B) Withholding help and support
C) Rewarding ethical conduct
D) Setting examples for others

Question 11

Scott Thompson resigned as the CEO of Yahoo after only four months on the job because reports revealed he had inaccurately claimed on his resume that he had a degree in computer science. This is an example of:

A) arrogance.
B) unethical behavior.
C) servant leadership.
D) stewardship.

Question 12

Moral leadership is about distinguishing right from wrong and doing right, seeking the just, the honest, and the good, and the right conduct in achieving goals and fulfilling purpose.

Question 13

Anger and frustration cannot be used for positive outcomes.

Question 14

The ethical pressures that challenge leaders include:

A) doing the right thing despite pressure to increase profits.
B) finding new products and services to remain competitive.
C) involving employees in teamwork despite individual competition.
D) selecting employees with the technical skills.

Question 15

What sparks the courage for leaders to act?

A) Desire for a reward
B) Devotion to a purpose
C) Media coverage
D) Confidence

Question 16

A leader who is visionary, empowering, and committed to serving others is operating at the postconventional or principled level of personal moral development.

Question 17

Leaders can create organizational systems that support ethical behavior by:

A) showing tolerance for ethics violations.
B) establishing vague ethics policies.
C) establishing general ethics policies.
D) creating open-door policies.

Question 18

Patricia is a member of the board of directors of Brightlake Medical College. She fires a teacher with lax ethical standards who treats his colleagues unfairly. In the given scenario, she is committed to:

A) creating closed-door policies.
B) avoiding shareholder questions.
C) firing principals who do not produce short-term results.
D) sound ethics and transparency.

Question 19

Participative management encourages managers to direct and control employees.

Question 20

At the preconventional level of personal moral development, people learn to conform to the expectations of others.

Question 21

Most adults operate at level _____ of personal moral development.

A) one
B) two
C) three
D) four

Question 22

A servant leader:

A) helps others grow and develop and provides opportunities for others.
B) expects subordinates to be obedient.
C) is responsible for the emotional well-being of subordinates.
D) is at the preconventional level of personal moral development.

Question 23

For leaders, pushing beyond the comfort zone and facing the internal "wall of fear" is an act of:

A) courage.
B) vision.
C) goal setting.
D) ethics.

Question 24

Which of the following forms of leadership was first described by Robert Greenleaf?

A) Servant leadership
B) Authoritarian leadership
C) Participative leadership
D) Stewardship

Question 25

Leadership courage means:

A) overemphasizing pleasing shareholders.
B) excessively promoting self-interest.
C) reducing boundaries.
D) staying with what is familiar.

Question 26

The management at Eastrock School of Business and Management has given janitors the responsibility of managing supplies while keeping within the budget. Thus, the janitors feel that they are part of the team that keeps the organization running smoothly. In the given scenario, the management's style of leadership is:

A) preconventional management.
B) servant leadership.
C) authoritarian leadership.
D) participative management.

Question 27

Servant leadership is a form of leadership in which:

A) leaders are deeply accountable to others.
B) leaders do not provide opportunities for material gains.
C) self-interest is replaced by providing for the needs of others.
D) power, purpose, and privilege reside with those at the top of the organization.

Question 28

Which of the following forms of leadership emphasizes tight top-down control, employee standardization and specialization, and management by impersonal measurement and analysis?

A) Stewardship
B) Authoritarian management
C) Servant leadership
D) Participative management

Question 29

Colleen is a medical researcher at Octogen Pharmaceuticals. She called attention to the illegal marketing of a drug produced by the company, despite threats from her superiors. Colleen's behavior can be best described as:

A) unethical behavior.
B) authoritarian leadership.
C) stewardship.
D) whistleblowing.

Question 30

Which of the following is a source of personal courage?

A) Believing in a higher purpose
B) Becoming a participative leader
C) Opposing unethical conduct
D) Giving in to anger and frustration

Question 31

One of the four basic precepts in Greenleaf's servant leadership model is:

A) asking subordinates to follow orders.
B) expecting core work teams to build the organization.
C) putting self-interest before service.
D) listening first to affirm others.

Question 32

_____ transcend self-interest to serve the needs of others.

A) Authoritarian managers
B) Participative managers
C) Servant leaders
D) Stewards

Question 33

Which of the following is a way in which the importance of courage is obscured by leaders in large organizations?

A) By pushing beyond the comfort zone
B) By not conforming
C) By asking for what they want and think is right
D) By doing whatever brings promotions and pay raises

Question 34

The tendency of people to not voice their true thoughts because they want to please others is known as:

A) the situational theory.
B) the Abilene Paradox.
C) personal moral development.
D) Theory Y.

Question 35

People at the conventional level of personal moral development:

A) act in their own interest.
B) follow internalized universal principles of justice and right.
C) follow authority with blind obedience.
D) fulfill duties and obligations of the social system.

Question 36

The framework for stewardship involves:

A) separating the "managing" and the "doing" of work.
B) teams of workers responding to a changing environment.
C) the view that workers are basically lazy.
D) the idea that few people should get paid simply to manage work.

Question 37

Which of the following statements is true of courage?

A) It means asking for what you want.
B) It prevents other people from doing what they want.
C) It does not apply to moral leadership.
D) It means the absence of fear.

Question 38

At the _____ of personal moral development, a leader can balance self-interest with a concern for others and for the common good.

A) conventional level
B) preconventional level
C) postconventional level
D) paraconventional level

Question 39

At InfraTrust Securities Inc., CEO William Klug refused to admit mistakes. Even though InfraTrust teetered on the brink of collapse, he refused to shift from his position. In the end, the company went bankrupt. This example shows that:

A) courage means accepting responsibility.
B) leaders initiate change.
C) courage means drawing strength from others.
D) leaders make a real difference.

Question 40

A leader at the postconventional level of personal moral development focuses on:

A) getting a high return on investment.
B) short-term goals.
C) serving others and a higher cause.
D) excessively promoting self-interest.

Question 41

The _____ leadership mindset emphasizes tight top-down control, employee standardization and specialization, and management by impersonal measurement and analysis.

Question 42

Briefly explain the concept of servant leadership as described by Robert Greenleaf.

Question 43

_____ is the mental and moral strength to engage in, persevere through, and withstand danger, difficulty, or fear.

Question 44

At the _____ of personal moral development, individuals are egocentric and concerned with receiving external rewards and avoiding punishments.

Question 45

Why is whistleblowing an act of courage?

Question 46

Briefly describe courage.

Question 47

At the _____ level of personal moral development, an individual follows the rules to avoid punishment.

Question 48

_____ requires recognizing and adhering to ethical values and acknowledging the importance of human meaning, quality, and  higher purpose.

Question 49

On your first day at D'Liscious Lunches, your new coworker tells you that Danny, your supervisor, is unethical. Which of the following behaviors could you expect Danny to do?

A) Danny might blame someone else for his mistake.
B) Danny might be polite to all of his coworkers and customers.
C) Danny might teach you how to use the cash register.
D) Danny might work extra hours instead of leaving the restaurant short-handed.

Question 50

Alex is preparing the financial report for Evans Corp.'s annual report. His manager, Sadie, has instructed him to inflate the numbers in order to meet short-term earnings goals. By doing this, Sadie:

A) is putting the organization first before her own self-interest.
B) is displaying full-scale corruption.
C) wants to meet the demands of vendors.
D) wants to please shareholders.

Question 51

Describe how the current ethical climate in U.S. business can be improved.

Question 52

_____ is a belief that leaders are deeply accountable to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others.

Question 53

What pressures do leaders face that challenge their ability to work ethically?

Question 54

Briefly describe moral leadership.

Question 55

What are the ways in which leaders can unlock the courage within themselves?

Question 56

In _____, employees are expected to make suggestions for quality improvements, act as team players, and take greater responsibility for their own jobs, but they are not allowed to be true partners in the enterprise.

Question 57

How can anger and frustration turn into courage?

Question 58

_____ is highly risky for employees because they may lose their jobs, be ostracized by coworkers, or be transferred to undesirable positions.

Question 59

A(n) _____ leader possesses humility, maintains concern for the greater good, fulfills commitments, strives for fairness, serves others, and shows courage to stand up for what is right.

Question 60

_____ is leadership in which the leader provides opportunities for others to gain materially and emotionally.

Question 61

One of the four basic principles that form the framework for stewardship is:

A) transcend self-interest.
B) tie rewards to contributions.
C) inspire trust by being trustworthy.
D) be a whistleblower.

Question 62

You think that you are at the postconventional level of personal moral development. Which of the following behaviors distinguishes you from people at the other levels?

A) You act in your own interest.
B) You act independently, regardless of your friends' expectations.
C) You follow the norms at school and work.
D) You try to fit in with your coworkers.

Question 63

Kasper Inc. wants its workers to act ethically, treat each other well, and treat its customers well. What is the most effective way to communicate this to the workers?

A) The leaders should model the behavior they want the workers to follow.
B) The leaders should create a code of ethics.
C) The leaders should hold meetings to talk about customer service.
D) Employees who act unethically should be punished.