Deck 7: Charismatic and Transformational Behaviors 184

Question 1

Stagflation, following prosperity after World War II, was characterized by sluggish output growth, high inflation rates, and rising unemployment.

Answer 1

True

Question 2

Bennis and Nanus claimed that organizations were failing because they are overled and undermanaged.

Answer 2

False

Question 3

Overmanagement is spending too much energy making sure that things are done the way the supervisor wants them done.

Answer 3

True

Question 4

Whereas a charismatic leader could bring an organization to new purpose and new heights, the bureaucratic manager would then guide the organization to equilibrium for long-term stability.

Question 5

Lee Iacocca's symbolic acceptance of a salary of only $1 a year as he worked to achieve the vision he championed was an implicit acknowledgment of foolish calculation of personal risk and self-sacrifice.

Question 6

Although charismatic leadership is based in part on the leader's confidence and ability to sway people, he is likely to lose power if he creates too much opposition at any one time.

Question 7

It has been found that if struggling companies look for a new CEO with charisma, their troubles may become worse.

Question 8

Transformational leadership is the same concept as transactional leadership.

Question 9

The transformational leader recognizes the need for change, identifies obstacles, and finally writes a plan for overcoming obstacles.

Question 10

The leadership practices inventory, by Tichy and Devanna, is based on survey research about actual trends for all leadership styles that leads to a comprehensive theory of leadership.

Question 11

Kouzes and Posner point out that in 91 percent of the cases they studied, leaders themselves say that taking full charge of a situation in a directive manner is the most important leadership practice.

Question 12

Bass's full-range theory conceives of leadership on a continuum progressing from nonleadership to transactional leadership to transformational leadership.

Question 13

Management by exception refers to the exceptional efforts that leaders exert when faced with crisis.

Question 14

In Bass's taxonomy, inspirational motivation is characterized by followers transcending their self-interests long enough to become passionate about group goals, group achievements, and organizational pride.

Question 15

John Kotter warns of seven errors that should be avoided in order for transformational leadership to be successful, including the error of declaring victory too soon.

Question 16

The following expert defined charisma as "the ability of a leader to exercise diffuse and intense influence over the beliefs, values, behavior, and performance of others through his/her own behavior, beliefs, and personal example":

A) Max Weber in 2011
B) James McGregor Burns in 1811
C) Robert House in 1977
D) Abraham Zaleznik in 1742

Question 17

In Where Have All the Leaders Gone?, Lee Iacocca argues that, of the nine Cs of leadership, the following is the biggest:

A) Courage
B) crisis
C) creativity
D) competence

Question 18

In 1987, Conger and Kanungo proposed a theory of charismatic leadership, focusing mainly on:

A) how charisma is attributed to leaders
B) how charismatic leaders exercise their authority
C) how charisma correlates with impersonal bureaucracy
D) the rise and fall of charismatic leaders

Question 19

The following is inconsistent with the nature of charismatic leaders:

A) They are dissatisfied with the status quo and are interested in changing it
B) They are willing to articulate their bold notions of how things could be, but are not interested in leading others to a better future
C) They are willing to make personal sacrifices
D) They tend to elicit inspirational effects by communicating emotionally as opposed to using a participative management style

Question 20

The following is an example of an effective leader who is noncharismatic:

A) Charles DeGaulle
B) Nelson Mandela
C) Bill Gates
D) John F. Kennedy

Question 21

Jim Jones, a cult leader whose group was located in Guyana, South America, is a famous example of:

A) bad karma
B) biodiversity
C) relocation theory
D) negative charisma

Question 22

Transformational leadership theory:

A) rarely involves a charismatic leader
B) by definition, always involves a charismatic leader
C) is less personality-based
D) is focused on incremental change for organizational effectiveness

Question 23

The leadership practices theory employed by Kouzes and Posner (1987) started their argument with:

A) an empirical approach
B) a chronological approach
C) a behavioral approach
D) a mechanical approach

Question 24

Bass's full-range leadership theory excelled at:

A) providing a good articulation of transformational leadership as a process over time
B) providing a solid theoretical framework
C) providing pragmatic microcompetencies
D) providing the basis of practical solutions

Question 25

The theorist who differentiates transformational and transactional leadership is:

A) Bass
B) Kouzes
C) Tichy
D) Devanna

Question 26

Walt Disney, one of the world's most famous businessmen, use the term "lawn mowers" to describe people who:

A) work tirelessly with strong motivation
B) discourage and stomp on your creativity
C) are well-intentioned but self-absorbed
D) reach out to enrich the lives of others, to lift them up and inspire them

Question 27

Of all the transformational theories, whose theory is the most highly researched?

A) Tichy's
B) Kouzes and Posner's
C) Devanna's
D) Bass's

Question 28

The theoretical emphasis of transactional leadership focuses on supervisors in:

A) an open system
B) a closed system
C) a partly closed system
D) an adaptive system

Question 29

Leaders who rely heavily on legitimacy, reward, and punishment are considered:

A) transitional leaders
B) transformational leaders
C) transcendental leaders
D) transactional leaders

Question 30

The theories that tend to assume that standards or quality has stagnated or languished, or that adaptation to new processes is required, are categorized as:

A) instrumental theories
B) transactional theories
C) management theories
D) transformational theories

Question 31

Explain Bass's additive model of high-performance leadership.

Question 32

Discuss Conger and Kanungo's theory of charismatic leadership.

Question 33

Explain how the 1979 case of Lee Iacocca serves as a timeless example of transformational leadership.

Question 34

Compare the following approaches to leadership: charismatic, transactional, and transformational.

Question 35

Compare characteristics of follower motivation, facilitating conditions, and leader behaviors that are emphasized in transactional and transformational theories.