Deck 11: Leadership Effectiveness: New Perspectives

Question 1

Authentic leaders often do not recognize or value individual differences in goals and competencies.

Answer 1

False

Question 2

The three primary components of transactional leadership that are usually viewed as helping followers achieve their performance goals are: (1)contingent rewards; (2)active management by exception,and (3)passive management by exception.

Answer 2

True

Question 3

An authentic leader attempts to influence others by exchanging good performance for extrinsic rewards.

Answer 3

False

Question 4

Leaders using authentic leadership know and understand themselves,know what they believe and value and act upon their values and beliefs through open and honest communications with subordinates.

Question 5

One of the practices engaged in by transactional leaders is taking responsibility for decisions.

Question 6

According to the Change Competency: Mark Hurd,CEO,Hurd increased the number of people who weighed in on major decisions.

Question 7

When using contingent rewards,a leader identifies a path that links the achievement of goals to rewards,clarifies expectation,exchanges promises and resources for support,arranges mutually satisfactory agreements,negotiates for resources,exchanges assistance for effort,and provides commendations for successful performance.

Question 8

The leader-member exchange model involves motivating and directing followers primarily through contingent reward-based practices.

Question 9

Authentic leaders have the ability and desire to identify the underlying talents of subordinates and to help build them into workable strengths and competencies.

Question 10

Authentic leaders convey a genuine desire to serve others.

Question 11

According to Learning From Experience: John W.Thompson,Chairman of Symantec,Thompson's most criticized strategic initiative was the acquisition of Veritas storage management software.

Question 12

Influencing followers' attitudes and behaviors,which positively affect their self-esteem,is the "reflects trust" component of authentic leadership.

Question 13

Transactional leadership involves motivating and directing followers primarily by appealing to their own self- interest.

Question 14

When using active management by exception,the leader monitors followers' performance,takes corrective action if deviations from standards occur,and enforces rules to prevent mistakes.

Question 15

Transactional leaders convey a genuine desire to serve rather than primarily control others through their leadership.

Question 16

According to Learning From Experience: John W.Thompson,Chairman of Symantec,Thompson believes that both hardwork and a strong support structure are elements of success..

Question 17

According to the Change Competency: Mark Hurd,CEO;until the recent recession Hewlett-Packard's stock prices have more than doubled for the company during Mark's tenure at H-P.

Question 18

Transactional leaders strive to find ways to empower the people they lead in the pursuit of making a difference.

Question 19

A transactional leader may tend to overemphasize detailed and short-term goals,standard operating procedures,rules,and policies.

Question 20

The authentic leader's style can only be a directive one.

Question 21

Creating positive motivations for followers through goal setting and identifying ways to achieve goals is the "creates hope" component of authentic leadership.

Question 22

The idealized leadership model places the greatest demands on the leader to be deeply ethical,sensitive to followers,and revealing of one's own strengths and limitations.

Question 23

The basic components of the transformational model of leadership stimulates follower identification,creates hope,and reflects trust.

Question 24

Leaders persevering in the face of obstacles and assessing personal failures as temporary describes the authentic leadership component "raises optimism."

Question 25

Leaders persevering in the face of obstacles and assessing personal failures as temporary describes the authentic leadership component "stimulates follower identification."

Question 26

The model of authentic leadership includes the following interrelated components: stimulates follower individualization,creates organization,raises profits,and reflects professionalism.

Question 27

Authentic leaders favor accountability,and high standards of performance.

Question 28

The transformational leadership model involves motivating and directing followers primarily through contingent reward-based practices.

Question 29

Authoritarian leaders are assertive risk takers who seize or create new opportunities.

Question 30

Authentic leadership may not be as feasible for first- and middle-level managers if there is not top-level support and modeling of this kind of leadership.

Question 31

The components of the transformational leadership model that primarily relate to followers are: inspirational motivation,intellectual stimulation,idealized influence,and individualized consideration.

Question 32

Leaders encouraging communication,sharing critical information,and revealing their perceptions and feelings describes the authentic leadership component "creates organization."

Question 33

Although the ideal leadership model suggests that such leadership will,over the long run,result in superior organizational performance,data on this perspective is limited.

Question 34

Authentic leaders focus on the weaknesses of people for improvement.

Question 35

The showing of positive emotions by authentic leaders broadens followers thoughts on how to achieve goals and solve problems.

Question 36

Transformational leadership may be found at all levels of the organization: teams,departments,divisions,and the organization as a whole.

Question 37

Leaders encouraging communication,sharing critical information,and revealing their perceptions and feelings describes the authentic leadership component "reflects trust."

Question 38

The basic components of the transformational model of leadership are inspirational motivation,intellectual stimulation,idealized influence,and individualized consideration.

Question 39

According to the Self Competency: Lessons for Leading in Crisis,discusses lessons Bill George and other leaders learned in leading his organization through a crisis.

Question 40

Leaders encouraging communication,sharing critical information,and revealing their perceptions and feelings describes the authentic leadership component "reflects trust."

Question 41

The basic components of the authentic model of leadership are inspirational motivation,intellectual stimulation,idealized influence,and individualized consideration.

Question 42

Under transformational leadership,followers respect leaders so much that they do not encourage leaders to reevaluate their own perspectives and assumptions.

Question 43

Inspirational motivation refers to the encouragement given to followers to be innovative and creative by a transformational leader.

Question 44

Transformational leaders urge followers to question assumptions,explore new ideas and methods,and approach old situations with new perspectives.

Question 45

Transformational leaders motivate and direct followers primarily by appealing to their own self-interest.

Question 46

Through the component of individualized consideration,idealized leaders encourage followers and colleagues to develop to successively higher levels of their potential.

Question 47

Inspirational motivation refers to the pattern of behaviors and communication that guide followers by providing them with a sense of meaning and challenge in their work.

Question 48

The foundation of transformational leadership is the framing and inspirational promotion of a consistent vision and set of values.

Question 49

A vision expresses fundamental aspirations and purpose,usually by appealing to peoples' emotions and minds.

Question 50

Transformational leaders view risk taking as necessary and desirable for the long-term development and success of the organization.

Question 51

Individualized consideration is the special attention paid by a temperamental style leader to each follower's needs for achievement and growth.

Question 52

When followers describe transformational leaders as individuals who have had a major impact on their personal and professional development,they are providing an example of the leader's use of referent power.

Question 53

Although transformational leaders minimize the use of power for personal gain,they will use all of the sources of power at their disposal to move individuals and teams toward a vision and its related goals.

Question 54

The foundation of transactional leadership is the framing and inspirational promotion of a consistent vision and set of values.

Question 55

Followers tend to identify with transactional leaders as people,in addition to the vision and values that they are advocating.

Question 56

Transformational leaders often emphasize the needs and interests of followers with a higher priority than their personal needs and interests.

Question 57

Idealized influence refers to the behaviors of transformational leaders that followers strive to emulate or mirror.

Question 58

Individualized consideration is the special attention paid by a transformational leader to each follower's needs for achievement and growth.

Question 59

Intellectual stimulation is the encouragement given to followers to be innovative and creative.

Question 60

In the LMX model,leaders encourage followers to determine whether they need additional support or direction and to assess progress.

Question 61

According to the Ethics Competency: Ruben Vardanian,CEO of Russia's Troika Dialog,Vardanian identified effective delegation as one of the four core components of transformational leadership.

Question 62

According to the GLOBE model of cultural dimensions,power distance is the degree to which a society,organization,or group relies on social norms,formal rules,and formal procedures to alleviate the unpredictability of future events.

Question 63

Transformational leadership fosters synergy.

Question 64

Each of the GLOBE Project's nine cultural dimensions is defined in two ways: practices and values.

Question 65

According to the LMX model of cultural dimensions,assertiveness is the degree to which individuals are bold,forceful,dominant,confrontational,or demanding in relationships with others.

Question 66

Faced with increasing turbulence in their environments,organizations need transformational leadership more than ever--and at all levels,not just the top.

Question 67

According to the GLOBE model of cultural dimensions,humane orientation is the degree to which a society encourages and rewards group members for performance improvement,excellence,high standards,and innovation.

Question 68

According to the GLOBE model of cultural dimensions,performance orientation is the degree to which members of a society accept and endorse the equal or unequal distribution of authority,control,and status privileges.

Question 69

The Leader Member Exchange (LMX)Model examines the interrelationships between societal culture,organizational culture and organizational leadership.

Question 70

According to the GLOBE model of cultural dimensions,performance orientation is the degree to which a society encourages and rewards group members for performance improvement,excellence,high standards,and innovation.

Question 71

Faced with increasing turbulence in their environments,organizations need less transformational leadership at all levels of the organization.

Question 72

According to the Ethics Competency: Ruben Vardanian,CEO of Russia's Troika Dialog,Vardanian identified intellectual stimulation as one of the four core components of transformational leadership.

Question 73

Transactional leadership occurs when people together create new alternatives and solutions that are better than their individual efforts.

Question 74

According to the GLOBE model of cultural dimensions,future orientation is the degree to which a society minimizes differential treatment between men and women,such as through equal opportunity based on ability and performance.

Question 75

The LMX model addresses leadership qualities within cultural clusters and makes recommendations on how leaders should conduct business in cultural clusters other than their own.

Question 76

According to the GLOBE model of cultural dimensions,performance orientation is the degree to which a society or organization encourages and rewards individuals for being fair,altruistic,generous,caring,and kind to others.

Question 77

According to the GLOBE model of cultural dimensions,gender egalitarianism is the degree to which a society minimizes differential treatment between men and women,such as through equal opportunity based on ability and performance.

Question 78

The greatest chance for achieving synergy is when people don't see things the same way;that is,differences present opportunities.

Question 79

Values reflect aspirations or ideals.

Question 80

According to the GLOBE model of cultural dimensions,collectivism-societal is the degree to which organizational and societal institutional practices encourage and reward collective distribution of resources and collective action.