Question 1

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

Accepted Answer

Stagflation is defined as a period of low economic growth with high inflation and unemployment, which occurred in the 1970s after a period of post-WWII prosperity.

Question 2

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

Accepted Answer

Bennis and Nanus actually argued that organizations were overmanaged and underled, emphasizing the need for more visionary and inspiring leadership rather than just management.

Question 3

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

Accepted Answer

Overmanagement involves micromanaging and obsessing over every detail, leading to a waste of energy and time, as well as limiting creativity and innovation from employees.

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.

Accepted Answer

Charismatic leaders are known for inspiring and motivating employees to achieve new goals and milestones, while bureaucratic managers are known for their ability to create structure and maintain stability within an organization. Together, these leadership styles can work in tandem to bring an organization to new heights and ensure long-term success.

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.

Accepted Answer

Lee Iacocca's acceptance of a $1 salary was a symbolic gesture of leadership and commitment to the company's recovery, not an acknowledgment of foolish calculation. It demonstrated his confidence in the turnaround plan and his willingness to share in the financial sacrifices being made by the company and its employees.

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.

Accepted Answer

This is true because if a charismatic leader creates too much opposition, people may become resistant to their ideas and lose faith in the leader's ability to lead effectively. This can ultimately result in a loss of power and influence for the leader.

Question 7

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

Accepted Answer

Research has shown that CEOs with high charisma are more likely to take excessive risks and engage in unethical behavior, which can worsen the financial situation of a struggling company. Therefore, it is recommended that companies prioritize hiring a CEO with strong leadership skills and a track record of successful turnarounds over one with simply high charisma.

Question 8

Transformational leadership is the same concept as transactional leadership.

Accepted Answer

Transformational leadership focuses on inspiring and empowering followers to achieve a shared vision, while transactional leadership involves motivating followers through rewards and punishments.

Question 9

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

Accepted Answer

The answer of The transformational leader recognizes the need for...

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.

Accepted Answer

The Leadership Practices Inventory is actually a tool created by James Kouzes and Barry Posner, not Tichy and Devanna, and it is based on their model of transformational leadership, not a comprehensive theory of all leadership styles.

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.

Accepted Answer

Kouzes and Posner actually emphasize the importance of enabling others to act and encouraging the heart, rather than taking full charge in a directive manner, as key practices of exemplary leadership.

Question 12

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

Accepted Answer

Bass's full-range theory does conceive of leadership as progressing along a continuum 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.

Accepted Answer

Management by exception refers to a management style where leaders only intervene when there is a deviation from the standard, rather than waiting for a crisis to occur.

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.

Accepted Answer

This is an accurate description of Bass's concept of Inspirational Motivation.

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.

Accepted Answer

John Kotter does warn of seven errors that should be avoided in order for transformational leadership to be successful, and one of those errors is 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

Accepted Answer

Robert House defined charisma in his 1977 Path-Goal Theory of Leadership 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". Max Weber is often credited with first introducing the concept of charisma in his 1922 book "Economy and Society", while James McGregor Burns is known for his work on transformational leadership and Abraham Zaleznik was a psychoanalyst who wrote about leadership in the 1970s.

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

Accepted Answer

The answer of In Where Have All the Leaders Gone?,...

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

Accepted Answer

Conger and Kanungo's theory of charismatic leadership primarily focuses on how charisma is attributed to leaders, examining the qualities and behaviors that lead followers to perceive a leader as charismatic.

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

Accepted Answer

Charismatic leaders are known for their ability to inspire and motivate others towards a common goal or vision. They are not only willing to articulate their bold notions but also lead others towards a better future. Therefore, option B is inconsistent with the nature of charismatic leaders.

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

Accepted Answer

While all of the individuals listed were effective leaders, only Bill Gates is a noncharismatic leader. Gates is known for his analytical and methodical approach to leadership, relying on data and research to make decisions rather than relying on his personal charisma or charm. However, his leadership style has been successful in building one of the world's most successful companies and driving innovation in the tech industry.

Quiz 7: Charismatic and Transformational Behaviors 184