Deck 9: Authentic Leadership

Question 1

Which factor of transformational leadership supports followers as they try new approaches and develop innovative ways of dealing with organizational issues?

A) Inspirational motivation
B) Intellectual stimulation
C) Individualized consideration
D) Idealized influence

Answer 1

B

Question 2

Which of the following is not a factor of transformational leadership?

A) Intellectual stimulation
B) Inspirational motivation
C) Contingent reward
D) Charisma

Answer 2

C

Question 3

_______ presented an alternative transformational perspective that included modeling the way, challenging the process, and encouraging the heart.

A) Bennis and Nanus
B) Graen and Uhl-Bien
C) MacGregor Burns
D) Kouzes and Posner
E) Zaccaro

Answer 3

D

Question 4

According to House, the following is not one of the specific types of behaviors commonly exhibited by charismatic leaders:

A) Serving as a strong role model.
B) Giving structure to complex tasks.
C) Articulating ideological goals with moral overtones.
D) Arousing emotions.
E) Articulating vision.

Question 5

Kouzes and Posner's five practices that enable leaders to get extraordinary things accomplished include all of these except

A) Inspire a shared vision.
B) Support contingent reward.
C) Challenge the process.
D) Model the way.
E) Encourage the heart.

Question 6

Which type of leadership gives no feedback and makes little effort to help followers satisfy their needs?

A) Charismatic
B) Transactional
C) Laissez-faire
D) Democratic

Question 7

Which of the following scholar(s) presented an alternative transformational perspective that included vision, social architect, trust, and positive self-regard?

A) Bennis and Nanus
B) Graen and Uhl-Bien
C) MacGregor Burns
D) Kouzes and Posner
E) Zaccaro

Question 8

Which of the following is not a personality characteristic of charismatic leadership?

A) Agreeable
B) Dominant
C) Strong moral values
D) Desire to influence

Question 9

To create change, transformational leaders ______________

A) Focus on the task at hand.
B) Become strong role models for their followers.
C) Value out-group member's opinions.
D) Leave followers to work on their own.

Question 10

Elena is a sales manager who encourages her employees through motivation to be committed to and a part of the shared vision of the organization. Elena is demonstrating which factor of transformational leadership?

A) Inspirational
B) Intellectual stimulation
C) Individualized consideration
D) Idealized influence

Question 11

Transformational leadership

A) Helps followers to transcend their own self-interests for the good of the group.
B) Communicates high expectations.
C) Is a process in which leaders and followers exchange efforts for specified rewards.
D) Is an interactive process in which the leader tries to shift power to those who are being led.

Question 12

The idealized influence factor is measured on the following components:

A) Attributional and behavioral components
B) Charisma and inspirational components
C) Intellectual stimulation and individualized consideration components
D) Positive self-regard and encouraging the heart components

Question 13

Management by exception involves

A) Giving individualized attention to employees.
B) Offering payoffs for employees who perform their duties.
C) Negotiating special rules and tasks with employees.
D) Correcting misbehavior by employees.
E) Taking a hands-off approach.

Question 14

House notes that charismatic effects are more likely to occur in

A) Contexts in which followers experience few difficulties.
B) Supportive environments.
C) Stressful situations.
D) Sympathetic relationships.

Question 15

Of the scholar(s) listed below, who argued that true leadership raises the moral values of subordinates?

A) Bennis and Nanus
B) Graen and Uhl-Bien
C) MacGregor Burns
D) Kouzes and Posner
E) Zaccaro

Question 16

Which type of leadership is most similar to transformational leadership?

A) Transitional.
B) Laissez-faire.
C) Transactional.
D) Charismatic.

Question 17

Optimism is a mediating factor in transformational leadership that affects

A) Employee job satisfaction.
B) Employee engagement.
C) Employee liking of the supervisor.
D) Employee self-esteem.
E) Employee morality.

Question 18

Transformational leadership does not

A) Create a connection between leaders and followers.
B) Increase the motivation and morality of followers.
C) Help followers reach their full potential.
D) Inadequately raise the level of motivation and morality in the leader and their followers.

Question 19

Which answer best describes the elements of a model of transformational leadership?

A) Idealized influence, inspirational motivation, intellectual stimulation, individualized consideration
B) Laissez-faire, contingent reward, management by exception, corrective transactions
C) Supporting, controlling, delegating, directing
D) Forming, storming, norming, performing
E) Motivating, planning, controlling, organizing

Question 20

Which leadership theory is studied in a variety of disciplines, including nursing, education, and industrial engineering?

A) Leader-member exchange theory.
B) Path-goal leadership theory.
C) Contingency theory.
D) Transformational leadership theory.
E) Authentic leadership theory.

Question 21

Charismatic leadership transforms followers' self-concepts and tries to link the identity of the followers to the collective identity of the organization.

Question 22

Pseudotransformational leadership

A) Aids followers in an exclusively superficial way.
B) Is socialized leadership concerned with the collective good.
C) Focuses on the leader's own interests rather than the interests of others.
D) Is an ineffective form of leadership.

Question 23

Criticisms of transformational leadership are that it is elitist and antidemocratic, and it suffers from heroic leadership bias.

Question 24

Transactional leadership refers to the bulk of leadership models.

Question 25

What type of leader uses creative deployment of self through positive self-regard, and emphasizes their strengths rather than dwelling on weaknesses?

A) Servant
B) Transformational
C) Path-goal
D) Transactional

Question 26

Explain the relationship between transformational, transactional, and charismatic leadership.

Question 27

Pseudotransformational leadership could be described as a form of socialized leadership.

Question 28

Transformational leadership views leaders as social architects.

Question 29

The emergence of a vision should originate only from the leader, not the followers within the organization.

Question 30

Which type of leadership is concerned with emotions, values, ethics, standards, and long-term goals?

A) Authentic leadership
B) Transformational leadership
C) Servant leadership
D) Transactional leadership

Question 31

A criticism of transformational leadership is that it treats leadership as a personality trait.

Question 32

Ryan White was more of a transactional leader than a transformational leader.

Question 33

According to Bass, charisma is a necessary but not sufficient condition for transformational leadership.

Question 34

Charismatic leadership is often described in ways that make it similar to, if not synonymous with, transformational leadership.

Question 35

What makes it difficult to use the term transformational leadership when referencing leaders such as Saddam Hussein and Adolf Hitler?

A) Transformational leadership focuses on the leader's own interests.
B) Hussein and Hitler had no redeeming qualities.
C) Transformational leadership is effective; Hussein and Hitler's leadership styles were not.
D) Transformational leadership includes transforming, but only in a positive way.

Question 36

Bass and Avolio suggest that transformational leadership cannot be taught since it results from innate leadership characteristics.

Question 37

Laissez-faire leadership represents the absence of leadership.

Question 38

A strength of the transformational model is the emphasis it places on followers' needs, values, and morals.

Question 39

Transformational leaders are social architects because they

A) Create shared meanings for people within their organizations.
B) Maintain social relationships with individuals throughout the organization.
C) Develop social strategies and techniques.
D) Are strong affable examples for their followers.

Question 40

Transactional leadership focuses on the exchanges that occur between leaders and their followers.

Question 41

Explain and give examples for the four "I's" of transformational leadership. Must all four factors be present for someone to be transformational?

Question 42

How can transformational leadership practices affect organizations undergoing mergers?

Question 43

Compare and contrast the laissez-faire leader discussed in the transformation approach and the delegating leader discussed in the Situational Leadership Model.

Question 44

Identify at least five effects that charismatic leadership can have on followers. Under what conditions are these effects likely to occur? What cautions might you offer to followers of a charismatic leader?