Deck 15: The Negative Dark Side of Leadership

Question 1

The "Talion Principle" refers to the fear among leaders of their legacy being destroyed that encourages them to hold on to power as long as possible.

Answer 1

False

Question 2

Diffusion of responsibility occurs when group members fail to put forth their best efforts in the belief that their contributions will get lost in the group effort.

Answer 2

False

Question 3

It is difficult for individuals with leadership potential to develop fully in the shadow of a strong leader because leaders enjoy the limelight too much to give it up.

Answer 3

True

Question 4

Narcissism is often the driving force behind the desire to obtain a leadership position.

Question 5

Two tactics that charismatic leaders use to ingratiate themselves with their audiences are to fulfill stereotypes and to create an image of uniqueness.

Question 6

Researcher Skogstad and his colleagues observed that laissez-faire leadership was associated with stress,role conflict,role ambiguity,and conflicts among one's followers.

Question 7

A common leadership problem that leads to failed vision is an inability to detect important changes in markets.

Question 8

An "us versus them" attitude between units within an organization heightens motivation and promotes a cohesive organizational culture.

Question 9

"Pyrrhic victory" refers to a strategy that results in undeniable success over the long run.

Question 10

Polarization refers to the condition in which a group has illusions of invulnerability and engages in single-minded thinking.

Question 11

Machiavellianism is the phenomenon that deals with the sharing of a delusional system by a least two individuals.

Question 12

Narcissists frequently engage in exhibitionistic behavior,display a sense of entitlement demanding attention and admiration.

Question 13

Kets de Vries and Miller argue that leaders with narcissistic personalities are likely to be inspiring rather than destructive.

Question 14

Kelly's model on follower behavior categorizes active,independent,and critical thinking followers as exemplary and conformist.

Question 15

The positive face of leadership has no effect on the concept of social power as discussed by McClelland (1970,1976).

Question 16

According to Kets de Vries,distorted mirroring can cause leaders to use their authority and power to initiate actions that have serious,negative consequences for the organization.

Question 17

The condition in which individuals become dependent on others to deal with uncertainty and ambiguity and are nearly incapable of solving problems on their own is referred to as Machiavellianism.

Question 18

Being passive and alienated are two of the five ways Kelly (1992) classified followers.

Question 19

Individuals who have a strong Machiavellian orientation feel that people are manipulable in interpersonal situations.

Question 20

Emotional illiterates are individuals who do not respond to their emotions,and are easy prey for the distortions of others.

Question 21

to describe inspirational leadership wherein followers are elevated and empowered.

A)transactional leadership
B)transformational leadership
C)autocratic leadership
D)narcissistic leadership

Question 22

According to past research on preferred leadership style,an individual with an internal locus of control prefers a:

A)participative leadership style.
B)inspirational leadership style.
C)directive leadership style.
D)autocratic leadership style.

Question 23

_____ is the tendency for a group to take a more extreme position than its members would have if acting alone.

A)Polarization
B)Groupthink
C)Diffusion of responsibility
D)Chance entitlement

Question 24

Which of the five follower behavior styles demonstrates active,dependent,and uncritical thinking?

A)Conformist
B)Alienated
C)Exemplary
D)Passive

Question 25

addresses the fact that if dysfunctional aspects of personality can affect leaders,then they can affect followers as well.

A)top-down
B)preference
C)histrionics
D)acceptance

Question 26

Which of the following refers to the tendency among leaders to see themselves as they are perceived by their followers and to feel they must act to satisfy the projections or fantasies of followers?

A)Mirroring
B)Narcissism
C)Machiavellianism
D)Emotional illiteracy

Question 27

A business leader who has the ability to foresee market opportunities and craft organizational strategies that capture these opportunities in ways that are personally meaningful to employees is called:

A)the strategic visionary.
B)a dictator.
C)a high Mach person.
D)the sycophant.

Question 28

Leaders at times substitute personal goals for what should be shared organizational goals.Which of the following can produce this negative outcome?

A)Poor impression or lack of charisma on the leader's part
B)Leaders' strategic vision
C)Poor communication skills on the leader's part
D)Poor management practices

Question 29

The leadership dysfunction that occurs when group members fail to put forth their best efforts in the belief that their contributions (involvements) will essentially get lost in the group effort is called:

A)group-think.
B)polarization.
C)diffusion of responsibility.
D)social loafing.

Question 30

High Mach personalities are common in _____,who deprive leaders of critical feedback for the purpose of self-enhancement.

A)histrionics
B)sycophants
C)masochists
D)dependents

Question 31

Which of the following describes alienated followers as classified by leadership researcher Kelly (1992)?

A)Active,independent,and critical thinking
B)Active,dependent,and uncritical thinking
C)Passive,independent,and critical thinking
D)Passive,dependent,and uncritical thinking

Question 32

in his psychoanalytic examination of leadership is called:

A)Folie a deux.
B)histrionics.
C)learned helplessness.
D)Machiavellianism.

Question 33

Which of the following refers to the inability of leaders to differentiate and verbalize emotion as suggested by Kets de Vries?

A)Learned helplessness
B)Ediface Complex
C)Emotional illiteracy
D)Mirroring

Question 34

Which of the following is true of histronics?

A)They may be particularly likely to provide unquestioning loyalty to charismatic or transformational leaders.
B)They deprive leaders of critical feedback for the purpose of self-enhancement.
C)They go out of their way to place themselves in dependent situations.
D)They form extremely intense,over-powering connections with the individual who satisfies their needs.

Question 35

Leaders are sometimes unwilling to let go of their positions as they fear reprisal or retaliation from their followers who had been adversely affected by their decisions at some point in time.This factor contributing to the fear of letting go is called:

A)the "Talion Principle."
B)the "Ediface Complex."
C)the histrionic.
D)Folie a deux.

Question 36

Which of the following is true of narcissist leaders?

A)They employ manipulation techniques as an influence tactic.
B)They become dependent on others to deal with uncertainty and ambiguity.
C)They have a strong self-focus and they are consumed by self-importance.
D)They leave their followers to fend for themselves.

Question 37

,_____ plays a central role in the personality of the pathologically destructive leader.

A)social loafing
B)narcissism
C)blind followership
D)learned helplessness

Question 38

Which of the following is a trait that deserves to be considered in the followership process according to Christie and Geis (1970)?

A)Folie a deux
B)Passive-aggressiveness
C)Machiavellianism
D)Mirroring

Question 39

Kets de Vries identified several "shadows" that leaders fail to recognize.Which of the following is NOT included in his conclusion?

A)Narcissism
B)Willingness to let go
C)Mirroring
D)Emotional illiteracy

Question 40

According to Smirich and Morgan,_____ is a condition where individuals become dependent upon others to deal with uncertainty and are nearly incapable of problem solving on their own.

A)detached apathy
B)empowerment
C)powerlessness
D)learned helplessness

Question 41

State the fundamental errors in a leader's perception that can lead to a failed vision.

Question 42

Explain how a leader can become a pyrrhic victor.

Question 43

When _____ occurs,the opinions of the leader and advisors with closely allied views come to dominate decision making.Doubts that others might have are kept hidden for fear of disapproval.

A)group-think
B)cognitive dissonance
C)diffusion of responsibility
D)norming

Question 44

Leaders enjoy the limelight too much to share it.This leads to the creation of _____ when they ultimately depart.

A)a motivation drain
B)a brain drain
C)a management vacuum
D)a leadership vacuum

Question 45

Leaders come to deny flaws in their visions due to a process called:

A)diffusion of responsibility.
B)group-think.
C)cognitive dissonance.
D)object relations.

Question 46

Mention some of the maladies that leaders,concerned about the effectiveness of their groups,attempt to minimize.

Question 47

Discuss the two themes that emerge from the leadership theories proposed by Bennis and Nanus (1985) and Bass (1990).

Question 48

Explain the five styles into which followers are classified in Kelly's model of follower behavior.

Question 49

_____ leaders are usually unconventional advocates of radical reform who often alienate others in the organization,including their own bosses.

A)Charismatic
B)Transactional
C)Autocratic
D)Impulsive

Question 50

The drawback of _____ leaders is that they often violate the chain of command by going around direct reports and thus undercut their direct reports' authority.

A)autocratic
B)democratic
C)charismatic
D)formal