Deck 14: Leadership and Change

Question 1

Transactional leadership is very common but tends to be transitory.

Answer 1

True

Question 2

Charismatic leaders recognize the shortcomings of a present order and offer an imaginative vision to overcome them.

Answer 2

True

Question 3

Charismatic leaders are thought to possess superhuman qualities or powers of divine origin that sets them apart from ordinary mortals.

Answer 3

True

Question 4

In the charismatic authority system,unwritten laws of the society dictate who has authority and how this authority can be used.

Question 5

A personalized leadership style seems to be responsible for the feelings of empowerment notable among followers of transformational leaders.

Question 6

Compliance occurs when followers embrace change requests as their own.

Question 7

Charisma is probably more a function of the leader's personal characteristics than of the followers' reactions to a leader.

Question 8

The expectation-performance gap refers to the difference between initial expectations and reality,which can trigger dissatisfaction (D)and cause followers to return to old behaviors and systems to get things done.

Question 9

It is significantly easier to drive change when followers are satisfied.

Question 10

Charismatic leaders tend to be more emotionally expressive with nonverbal channels.

Question 11

Charismatic leaders tend to have strong rhetorical skills that inspire followers to embrace the vision,and they typically use metaphors and analogies to reframe issues.

Question 12

A leader views the organization as an interlocking set of processes and procedures when using a systems thinking approach.

Question 13

The rational approach to change can be represented by the formula: V = n × P × R × T.

Question 14

Rational and emotional approaches are two major ways to drive organizational change.

Question 15

According to Bass's theory of transformational and transactional leadership,transformational leadership perpetuates the status quo.

Question 16

With siloed thinking,leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness.

Question 17

Charismatic leaders are always controversial.

Question 18

A crisis tends to lengthen the amount of time needed for charismatic leadership to emerge.

Question 19

The D and M components of the rational change model are the most difficult for leadership practitioners to alter.

Question 20

Emotions are often the fuel driving large-scale initiatives for change.

Question 21

Which of the following statements about a company's vision is most likely FALSE?

A) A vision helps the organization make choices about what it should and should not do.
B) A vision statement should provide guidance for an organization's actions.
C) Leaders often work with a team of followers to craft a vision statement.
D) The final destination for an organization is identified in its vision.

Question 22

Which of the following statements is most likely true of leaders?

A) Transactional leaders motivate societal change.
B) All transformational leaders are charismatic.
C) All charismatic leaders are transformational.
D) Transactional leaders are highly uncommon.

Question 23

The _____ component of the change model involves the change initiative becoming tangible and actionable because it consists of the development and execution of the change plan.

A) structural system
B) dissatisfaction
C) resistance
D) process

Question 24

Which component of transformational leadership most strongly correlates to the Five Factor Model (FFM)personality dimension of agreeableness?

A) Inspiring trust
B) Visionary thinking
C) Empowering others
D) High impact delivery

Question 25

According to Beer's model for organizational change formula,what does C represent?

A) Amount of coordination
B) Type of coordination
C) Amount of change
D) Type of change

Question 26

The type of thinking that occurs when leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness is known as:

A) systems thinking.
B) reframing.
C) resistance.
D) siloed thinking.

Question 27

Which of the following statements about transformational leaders is most likely true?

A) They are inherently future-oriented.
B) Their vision is based solely on their own values.
C) They struggle with reframing issues and concepts.
D) They are rarely controversial or emotionally expressive.

Question 28

According to Bass,transformational leaders most likely:

A) possess impression management skills.
B) motivate followers by setting goals.
C) use rewards to boost performance.
D) perpetuate the status quo.

Question 29

_____ takes place when followers do no more than abide by the policies and procedures surrounding change requests.

A) Cooperation
B) Compliance
C) Commitment
D) Malicious compliance

Question 30

The _____ authority system is associated with leaders thought to possess divine or superhuman qualities.

A) traditional
B) legal-rational
C) charismatic
D) personalized

Question 31

Transactional leadership:

A) occurs when a person possesses authority not because of tradition,but because of the laws that govern the position occupied.
B) serves to change the status quo by appealing to followers' values and their sense of higher purpose.
C) occurs when the traditions of society dictate who has authority and how this authority can be used.
D) occurs when leaders and followers are in some type of exchange relationship in order to get needs met.

Question 32

According to the Multifactor Leadership Questionnaire (MLQ),which type of leader avoids responsibilities,fails to make decisions,or is absent when needed?

A) Bureaucratic
B) Autocratic
C) Laissez-faire
D) Democratic

Question 33

The formula for the rational approach to change is:

A) C = D × O × T > R
B) C = D × M × P > R
C) C = M × R × D > P
D) C = D × O × L × T

Question 34

According to Beer's model for organizational change,leaders can increase the amount of change by:

A) increasing the amount of resistance in followers.
B) decreasing the level of dissatisfaction.
C) having an unstructured change plan.
D) increasing the clarity of vision.

Question 35

What is the underlying cause for a huge percentage of failed change initiatives?

A) The leader is unable or unwilling to address organizational culture and capabilities issues.
B) The leader optimizes one part of the organization at the expense of the firm's stockholders.
C) The leader lacks a compelling vision for the financial strength of the organization.
D) The leader fails to demonstrate empathy and listening skills with key followers.

Question 36

Which of the following leader actions would LEAST likely increase follower dissatisfaction levels?

A) Lowering employee performance standards
B) Comparing benchmarks against other organizations
C) Capitalizing on some type of financial or political crisis
D) Talking about potential competitive threats against the organization

Question 37

The "S" in the SARA model refers to:

A) stress.
B) shock.
C) situation.
D) systems.

Question 38

In the _____ stage of coping with change,you start to question whether the company really knew what it was doing by letting you go and perhaps rationalize that they will probably be calling you back.

A) acceptance
B) rejection
C) anger
D) shock

Question 39

_____ leadership serves to change the status quo by appealing to followers' values and their sense of higher purpose.

A) Supportive
B) Transactional
C) Transformational
D) Participative

Question 40

Which of the following is the most important situational factor associated with charismatic leadership?

A) Technological innovation
B) Task interdependence
C) Organizational downsizing
D) Presence/absence of a crisis

Question 41

Briefly describe how image and trust building influence charismatic and transformational leaders.

Question 42

Use the emotional approach to outline a major change of your choice.If you were the leader of the change initiative,then what would you specifically need to do or attend to in order to drive your initiative? Be specific.

Question 43

Discuss the main ideas of Bass's theory of transformational and transactional leadership.

Question 44

How did Conger and Kanungo differentiate charismatic from noncharismatic leaders?

Question 45

More than 350 studies have used the MLQ to investigate transformational and transactional leadership in various situations.What have researchers learned about these two leadership styles?

Question 46

Compare the traditional authority system to the legal-rational authority system.Provide examples of where they can be seen in organizations today.

Question 47

How are the behavior and style of charismatic and transformational leaders similar?

Question 48

How can the C = D × M × P > R model help leadership practitioners?

Question 49

What are the four key components of the model (M)variable in the rational approach to change? Explain how you would use these components to drive change at your school.Apply the components to a specific example at your school,such as using alternative energy sources to provide power to dormitories,reducing the fats/sugars in cafeteria food,etc.

Question 50

Discuss how a leadership practitioner can utilize the SARA model.