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Chapter 13 Contemporary Issues in Leadership

MULTIPLE CHOICE

Inspirational Approaches to Leadership

1. _____ is a way to use language to manage meaning.a. Framingb. Influencingc. Highlightingd. Truste. Paralinguistics

(a; Easy; Framing; p !1"#

. !ho was the first scholar to discuss charismatic leadership"a. #ernard #assb. Fred Fiedlerc. $a% !eberd. &obert Housee. 'one of the abo(e

($; Moderate; Charismati$ Leadership% p !13#

). !ho was the first researcher to consider charismatic leadership in terms of *#"a. #ernard #assb. Fred Fiedlerc. $a% !eberd. &obert Housee. 'one of the abo(e

(d; Moderate; Charismati$ Leadership% p !13#

+. !hich of the following is not a characteristic of charismatic leaders"a. They ha(e a (ision and the ability to articulate the (ision.b. They ha(e beha(ior that is uncon(entional.c. They are willing to ta,e high personal ris,.d. They e%hibit beha(iors that are consistent with their followers- beha(iors.e. All of the abo(e are true.

(d; Cha&&enging; Chara$teristi$ O' Charismati$ Leaders; p !13# ))C*+% )na&yti$ *,i&&s-

. The author of the te%t discusses /'' co0founder Ted Turner in order to _____.a. illustrate the claim that intro(erted indi(iduals can still demonstrate charismab. support the argument that charisma is a learned rather than inherited traitc. demonstrate how media attention can influence the public-s perception of a leaderd. emphasi2e the importance of humility for effecti(e leadershipe. pro(ide an e%ample of a bold and colorful charismatic leader

(e; Moderate; Charismati$ Leadership; p !1!#

3. According to one of the authors a person can learn to become more charismatic by displaying

all of the following characteristics e%cept _____.a. maintaining an optimistic (iewb. creating a bond that inspires others to followc. communicating information only with a select group of close ad(isorsd. bringing out the potential in followers by tapping into their emotionse. using a capti(ating and engaging tone of (oice

($; Easy; Charismati$ Leadership; p !1!# ))C*+% )na&yti$ *,i&&s-4. *ne of the authors suggests that (ery charismatic leaders are li,ely to _____.

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a. in(o,e high performance among followersb. focus organi2ational (isions around present accomplishmentsc. moti(ate followers to become more e%tro(ertedd. a(oid media attention regarding their achie(ementse. encourage women prot5g5s to see, leadership positions

(a; Moderate; Charismati$ Leadership; p !1!# ))C*+% )na&yti$ *,i&&s-

6. !hat is a charismatic non(erbal characteristic that undergraduate business students weretrained to e(o,e"a. a(oiding direct eye contactb. ha(ing a rigid posturec. leaning away from sub7ectsd. pacinge. sitting with feet up on the des,

(d; Moderate; .on/er0a& Chara$teristi$ O' Charismati$ Leaders; p !1!# ))C*+% )na&yti$ *,i&&s-

8. !hat is a characteristic of a (ision"a. It imprints on followers an o(erarching goal.b. It is a formal articulation of a mission.c. It is a strategy for how to run a business.

d. It is short0 or long0term.e. It lin,s the present with a better future.

(e; Moderate; ision; p !12# ))C*+% )na&yti$ *,i&&s-

19. !hat is a step in the process of influencing followers"a. communicating high performance e%pectationsb. creating a mission statementc. engaging in con(entional beha(ior to demonstrate leadershipd. e%pressing non(erbal cues of couragee. using imagery to induce emotion

(a; Moderate; Ho Charismati$ Leaders In'&uen$e on Fo&&oers; p !12# ))C*+% )na&yti$ *,i&&s-

11. #ased on information gi(en in the te%t which of the following most li,ely represents a situationwhere charismatic leadership is not needed"a. A business is facing the introduction of a radically new product.b. A business is in its infancy.c. A business is operating during a time of war.d. A business is succeeding due to se(eral years of strong mar,et leadership.e. A business is in the throes of a hostile ta,eo(er.

(d; Moderate; Charismati$ Leadership; p !14# ))C*+% )na&yti$ *,i&&s-

1. !hen is a (ision li,ely to fail"a. if the (ision has powerful imageryb. if the (ision is challengingc. if the (ision is for the future of the organi2ation and its membersd. if the (ision is seen as unattainablee. if the (ision reflects the uni:ueness of the organi2ation

(d; Cha&&enging; ision; p !14# ))C*+% )na&yti$ *,i&&s-

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followers isthe _____ leader.a. educationalb. transformationalc. actuariald. transcendente. transactional

(0; Easy; Trans'ormationa& Leaders; p !17#

9. The authors suggest that transactional and transformational leadership should be (iewed as_____.

a. e:ui(alent to charismatic leadershipb. opposing approaches to accomplishing goalsc. subcomponents of situational leadershipd. the building bloc,s of charismatic leadershipe. complementary forms of leadership

(e; Cha&&enging; Trans'ormationa& and Transa$tiona& Leaders; p !18#

1. !hat is a characteristic of a transactional leader"a. ideali2ed influence

b. indi(iduali2ed considerationc. inspirational moti(ationd. intellectual stimulatione. management by e%ception

(e; Cha&&enging; Transa$tiona& Leader; p !18# ))C*+% )na&yti$ *,i&&s-

. !hat is considered both the least passi(e and most effecti(e of the leader beha(iors"a. contingent rewardb. ideali2ed influencec. indi(iduali2ed considerationd. inspirational moti(atione. laisse20faire

(0; Cha&&enging; Fu&& 9ange o' Leadership Mode&; p !":#))C*+% )na&yti$ *,i&&s-

). /ontrary to the full range of leadership model ________ is sometimes more effecti(e thantransformational leadership.a. contingent reward leadershipb. ideali2ed influence leadershipc. indi(iduali2ed consideration leadershipd. inspirational moti(ation leadershipe. laisse20faire leadership

(0; Cha&&enging; E/a&uation o' Trans'ormationa& Leadership; p !"1#

+. !ho argues that transformational leadership is broader than charisma and that charisma byitself is insufficient to ;account for the transformational process

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Authentic Leadership= >thics and Trust Are the Foundation of Leadership

. The te%t implies that authentic leaders are _____.a. intelligent but often not highly moti(atedb. usually o(er0:ualified for their positionsc. more outgoing than non0authentic leadersd. $achia(ellian in their approach to achie(ing goalse. most li,ely to beha(e in an ethical manner

(e; Moderate; )uthenti$ Leaders; p !""# ))C*+% Ethi$a& 9easoning-

3. _____ are considered to use their charisma in a socially constructi(e way to ser(e others.a. /ontingent reward leadersb. >thical leadersc. Ideali2ed influence leadersd. Transformational leaderse. Trusted leaders

(0; Cha&&enging; Ethi$s and Leadership; p !"3# ))C*+% Ethi$a& 9easoning-

4. ?ince upper management sets an organi2ation-s moral tone what else must they also do"a. set lower standards

b. li(e up to higher ethical standardsc. punish a lac, of integrityd. negati(ely reinforce loyaltye. address the ends of achie(ing goals

(0; Cha&&enging; Ethi$s and Leadership; p !"3# ))C*+% Ethi$a& 9easoning-

6. According to the te%t which of the following is not a dimension of trust"a. integrityb. loyaltyc. consistencyd. determinatione. competence

(d; Moderate; ey

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)1. _____ is the dimension of trust that encompasses an indi(idual-s technical and interpersonal,nowledge and s,ills.a. Idealismb. /ompetencec. !illd. $oti(atione. Adaptation

(0; Easy; ey

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)4. The most fragile relationships are contained in _____0based trust.a. rewardb. deterrencec. ,nowledged. identificatione. supposition

(0; Moderate;

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+). In the modern wor, world where higher0le(el trust has been largely destroyed because of bro,enpromises it is li,ely to be replaced with _____ trust.a. reliance0basedb. dependence0basedc. ,nowledge0basedd. identity0basede. (irtue0based

($; Moderate; no&edge6+ased Trust; p !"5#

++. The basic principles of trust include all the following e%cept _____.a. mistrust dri(es out trustb. trust encourages uncon(entional beha(iorc. growth often mas,s mistrustd. decline tests the highest le(els of truste. All of the abo(e are basic principles of trust.

(0; Easy; +asi$ Prin$ip&es o' Trust; p !"5# ))C*+% )na&yti$ *,i&&s-

/ontemporary Leadership &oles

+. A ____ is a senior employee who sponsors and supports a less e%perienced employee.

a. mentorb. facilitatorc. leaderd. managere. prot5g5

(a; Easy; Mentor; p !"7#

+3. !hich of the following is not a function of a mentor"a. lobbying for (isible assignmentsb. counseling to help bolster self0confidencec. e(aluating performanced. coaching to help de(elop s,illse. acting as a role model

($; Moderate; Fun$tions o' Mentors; p !"7# ))C*+% )na&yti$ *,i&&s-

+4. A self0leader is someone who _____.a. understands the moti(ations of his or her superiorsb. no longer depends on formal leadership for direction and moti(ationc. relies on others to a great e%tentd. has difficulty following the leadership of otherse. learned leadership s,ills through independent study

(0; Moderate; *e&'6Leadership; p !3:#

/hallenges to the Leadership /onstruct

+6. The _____ theory of leadership has shown that people characteri2e leaders as ha(ing such traitsas intelligence outgoing personality strong (erbal s,ills aggressi(eness understanding and

industriousness.a. fundamentalb. attributionc. perceptiond. organi2ationale. contingency

(0; Moderate; )ttri0ution Theory o' )ttri0ution; p !3"#+8. According to the attribution theory of leadership the ,ey to being characteri2ed as an ;effecti(e

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leader< is pro7ecting the ____ of being a leader rather than focusing on _____.a. appearanceC actual accomplishmentsb. imageC o(ercoming challengesc. facadeC realityd. loo,C e(entse. attributesC substance

(a; Easy; )ttri0ution Theory o' )ttri0ution; p !33#

9. _____ ma,e it impossible for leader beha(ior to ma,e any difference to follower outcomes.a. ?ubstitutesb. 'eutrali2ersc. Higher le(el leadersd. eterrentse.All of the abo(e

(0; Moderate; .eutra&i=ers o' Leadership; p !3!#

1. *rgani2ational characteristics that can be substitutes for leadership include all of the followinge%cept _____.a. e%plicit formali2ed goalsb. rigid rules and procedures

c. cohesi(e wor, groupsd. mentor relationshipse. All of the abo(e can be substitutes for leadership.

(d; Easy; *u0stitutes 'or .eutra&i=ers o' Leadership; p !32# ))C*+% )na&yti$ *,i&&s-

Finding and /reating >ffecti(e Leaders

. According to the te%t which of the following s,ills should be included in leadership training"a. (ision creationb. trust buildingc. situational analysisd. all of the abo(ee. none of the abo(e

(d; Easy; Training Leaders; p !34#

T9UE>F)L*E

Inspirational Approaches to Leadership

). According to charismatic leadership theory followers ma,e attributions of heroic leadershipabilities when they obser(e certain beha(iors.

(True; Easy; Charismati$ Leadership Theory; p !13#

+. $ost researchers ha(e concluded that charisma is an innate trait.(Fa&se; Moderate; Charismati$ Leadership; p !1!#

. Transformational leadership is built on top of transactional leadership.

(True; Moderate; Trans'ormationa& and Transa$tiona& Leaders; p !18#

3. There is an increasing body of research that shows impressi(e correlations betweentransactional leadership and higher producti(ity lower turno(er rates and higher employeesatisfaction.

(Fa&se; Moderate; Trans'ormationa& and Transa$tiona& Leaders; p !"1#

4. The ,ey properties of a (ision seem to be inspirational possibilities that are (alue centered

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reali2able with superior imagery and articulation.(True; Easy; ision; p !14#

6. esirable (isions transcend the times and circumstances and reflect the uni:ueness of theorgani2ation.

(Fa&se; Moderate; ision; p !14#

8. A (ision is li,ely to fail if it doesn-t offer a (iew of the future that is clearly and demonstrablybetter for the organi2ation and its members.

(True; Easy; ision; p !14#

Authentic Leadership= >thics and Trust are the Foundation of Leadership

39. Trust is a positi(e e%pectation that another will not D through words actions or decisions D actaltruistically.

(Fa&se; Moderate; Trust; p !"!#

31. The two most important elements of the definition of trust are that it implies familiarity and ris,.(True; Moderate; Trust; p !"!#

3. The phrase ;positi(e e%pectation< in the authors- definition of trust refers to the inherent ris, inany trusting relationship.

(Fa&se; Moderate; Trust; p !"!#

3). An indi(idual who displays the characteristic of openness can be relied upon to pro(ide the fulltruth.

(True; Moderate; ey

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/ontemporary Leadership &oles

41. A prot5g5 is a senior employee who sponsors and supports a less0e%perienced employee.(Fa&se; Easy; Prot?g?; p !"7#

4. The mentoring role includes coaching counseling and sponsorship.(True; Moderate; Fun$tions o' Mentors; p !"7#

4). $inorities and women are less li,ely to be chosen as prot5g5s than are white males.(True; Moderate; Mentoring 9e&ationships; p !"8# ))C*+% Mu&ti$u&tura& and

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*CE.)9IO6+)*E< @UE*TIO.*

Application of /harisma and Transactional and Transformational Leaders

Eou are an employee in a large organi2ation. In this organi2ation there are two senior managers. Thefirst of these mangers ohn prides himself on his ability to help his subordinates understand their rolesin achie(ing company goals. He defines clear0cut steps for his subordinates to use in completingpro7ects and rewards them for using pro(en strategies. The second manager Alan feels that his roleshould be to pro(ide indi(iduali2ed consideration and intellectual stimulation. His approach encouragescreati(e problem sol(ing and the de(elopment of new ideas. $ost of the wor,ers belie(e that bothleaders are well trained but Alan-s employees remar, that Alan seems to ha(e a special leadership:uality that sets him apart from the other managers.

6). That special leadership :uality that people notice when they wor, with Alan may be termed_____.

a. transformationb. trustc. charismad. framinge. transaction

($; Easy; Charisma; p !13# ))C*+% )na&yti$ *,i&&s-

6+. #ased on the information gi(en in the passage ohn is most li,ely aGn _____ leader.a. transactionalb. emotion0basedc. transformationald. transcendente. reactional

(a; Moderate; Transa$tiona& Leaders; p !18# ))C*+% )na&yti$ *,i&&s-

6. In his role as manager Alan most li,ely e%hibits all of the following characteristics e%cept _____.a. instilling prideb. using symbols to focus effortsc. acting in his own best interestsd. promoting careful problem sol(inge. treating each employee indi(idually

($; Moderate; Trans'ormationa& Leaders; pp !176!18# ))C*+% )na&yti$ *,i&&s-

63. #ased on the information gi(en in the passage Alan is most li,ely aGn _____ leader.a. transactionalb. emotion0basedc. transformationald. transcendente. reactional

($; Moderate; Trans'ormationa& Leaders; p !18# ))C*+% )na&yti$ *,i&&s-

64. #ased on the information gi(en in the passage Alan is most li,ely aGn _____ leader.

a. transactionalb. emotion0basedc. transformationald. transcendente. reactional

($; Moderate; Trans'ormationa& Leaders; p !18# ))C*+% )na&yti$ *,i&&s-

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Application of Trust= The Three Types of Trust

Eou are a (eteran manager in your organi2ation. In this role you are responsible for managing a broadrange of employees. *ne employee ?usan is new to the company. ?he has been wor,ing hard but isstill unsure of herself in her new role. ac, has been with the company for ten years but only transferredinto your department a year ago. Eou did not ,now ac, before but you ha(e been pleased with hisperformance and your e%perience wor,ing with him during this year has shown that he is capable andefficient. ulia has been in your department for eight years. ?he is your senior employee and youfre:uently rely on her 7udgment. !hene(er you are gone you put ulia in charge and you are happy thatyou don-t ha(e to worry about how things will be handled in your absence.

8. !hat type of trust relationship does ?usan most li,ely ha(e with you"a. identification0based trustb. reward0based trustc. deterrence0based trustd. ,nowledge0based truste. e%pertise0based trust

($; Cha&&enging;

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83. !hat is the difference between transactional leadership and transformational leadership"

Transa$tiona& &eaders guide or moti/ate their 'o&&oers in the dire$tion o' esta0&ishedgoa&s 0y $&ari'ying ro&e and tas, reuirements Trans'ormationa& &eaders inspire 'o&&oersto trans$end their on se&'6interests 'or the good o' the organi=ation Trans'ormationa&&eadership is 0ui&t on top o' transa$tiona& &eadership D it produ$es &e/e&s o' 'o&&oer e''ortand per'orman$e that go 0eyond hat ou&d o$$ur ith a transa$tiona& approa$h a&one(Easy; Trans'ormationa& and Transa$tiona& Leaders; p !17# ))C*+% )na&yti$ *,i&&s-

84. !hy would a leader want to be a mentor"

Mentoring re&ationships pro/ide persona& 0ene'its to mentors themse&/es The mentor6prot?g? re&ationship gi/es the mentor un'i&tered a$$ess to the attitudes and 'ee&ings o'&oer6ran,ing emp&oyees Prot?g?s $an 0e an eB$e&&ent sour$e o' ear&y arning signa&sthat identi'y potentia& pro0&ems 9esear$h suggests that mentor $ommitment to aprogram is ,ey to its e''e$ti/eness so i' a program is to 0e su$$ess'u& its $riti$a& thatmentors 0e on 0oard and see the re&ationship as 0ene'i$ia& to themse&/es and theprot?g? Its a&so important that the prot?g? 'ee& that he has input into the re&ationship; i'its something he 'ees is 'oisted on him he&& Aust go through the motions too (Easy;Mentoring; p !"8# ))C*+% )na&yti$ *,i&&s-

86. How has online communication changed the s,ill re:uirements of today-s business leaders"

Todays managers and their emp&oyees are in$reasing&y 0eing &in,ed 0y netor,s ratherthan geographi$a& proBimity EBamp&es in$&ude managers ho regu&ar&y use e6mai& to$ommuni$ate ith their sta'' managers o/erseeing /irtua& proAe$ts or teams andmanagers hose te&e$ommuting emp&oyees are &in,ed to the o''i$e 0y a $omputer andmodem Todays on&ine &eaders must 0e high&y s,i&&ed at $ommuni$ating through ordsithout the 0ene'it o' non/er0a& $ues They must a&so use stru$ture tone and sty&e to$on/ey their messages e''e$ti/e&y Fina&&y on&ine $ommuni$ation reuires &eaders toenhan$e their interpreti/e s,i&&s so they $an su$$ess'u&&y Gread 0eteen the &ines o'messages (Moderate; On&ine Leadership; pp !316!3"# ))C*+% )na&yti$ *,i&&s- ))C*+%Use o' IT-

ME

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199. According to the te%t how does (ision differ from other forms of direction setting" !hat are the,ey properties of a (ision"

) /ision has $&ear and $ompe&&ing imagery that o''ers an inno/ati/e ay to impro/ehi$h re$ogni=es and dras on traditions and $onne$ts to a$tions that peop&e $an ta,eto rea&i=e $hange ision taps peop&es emotions and energy Proper&y arti$u&ated a /ision$reates the enthusiasm that peop&e ha/e 'or sporting e/ents and other &eisure6timea$ti/ities 0ringing this energy and $ommitment to the or,p&a$e

The ,ey properties o' a /ision seem to 0e inspirationa& possi0i&ities that are /a&ue$entered rea&i=a0&e ith superior imagery and arti$u&ation isions shou&d 0e a0&e to$reate possi0i&ities that are inspirationa& uniue and o''er a ne order that $an produ$eorgani=ationa& distin$tion ) /ision is &i,e&y to 'ai& i' it doesnt o''er a /ie o' the 'uturethat is $&ear&y and demonstra0&y 0etter 'or the organi=ation and its mem0ers (Moderate;ision; Page !12# ))C*+% )na&yti$ *,i&&s-

191. !hat are the ,ey dimensions that underlie the concept of trust"

The ,ey dimensions that under&ie the $on$ept o' trust are integrity $ompeten$e$onsisten$y &oya&ty and openness

a# Integrity re'ers to honesty and truth'u&ness0# Competen$e en$ompasses an indi/idua&s te$hni$a& and interpersona& ,no&edge and

s,i&&s$# Consisten$y re&ates to an indi/idua&s re&ia0i&ity predi$ta0i&ity and good Audgment in

hand&ing situationsd# Loya&ty is the i&&ingness to prote$t and sa/e 'a$e 'or another persone# The 'ina& dimension o' trust is openness or the degree to hi$h a person $an 0e

$ounted on to pro/ide the 'u&& truth (Moderate; ey

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19+. >%plain the correlations between charismatic leadership and high performance and satisfactionamong followers.

There is an in$reasing 0ody o' resear$h that shos impressi/e $orre&ations 0eteen$harismati$ &eadership and high per'orman$e and satis'a$tion among 'o&&oers Peop&eor,ing 'or $harismati$ &eaders are moti/ated to eBert eBtra or, e''ort and 0e$ause they&i,e and respe$t their &eader eBpress greater satis'a$tion It a&so appears thatorgani=ations ith $harismati$ CEOs are more pro'ita0&e )nd $harismati$ $o&&egepro'essors enAoy higher $ourse e/a&uations Hoe/er there is a groing 0ody o'e/iden$e indi$ating that $harisma may not a&ays 0e genera&i=a0&e; that is itse''e$ti/eness may depend on the situation Charisma appears to 0e most su$$ess'u&hen the 'o&&oers tas, has an ideo&ogi$a& $omponent or hen the en/ironment in/o&/esa high degree o' stress and un$ertainty This may eBp&ain hy hen $harismati$ &eaderssur'a$e its &i,e&y to 0e in po&iti$s re&igion artime or hen a 0usiness 'irm is in itsin'an$y or 'a$ing a &i'e6threatening $risis

In addition to ideo&ogy and un$ertainty another situationa& 'a$tor &imiting $harismaappears to 0e &e/e& in the organi=ation 9emem0er that the $reation o' a /ision is a ,ey$omponent o' $harisma +ut /isions typi$a&&y app&y to entire organi=ations or maAordi/isions They tend to 0e $reated 0y top eBe$uti/es Charisma there'ore pro0a0&y has

more dire$t re&e/an$e to eBp&aining the su$$ess and 'ai&ures o' $hie' eBe$uti/es than o'&oer6&e/e& managers *o e/en though an indi/idua& may ha/e an inspiring persona&ityits more di''i$u&t to uti&i=e the persons $harismati$ &eadership ua&ities in &oer6&e/e&management Ao0s Loer6&e/e& managers can $reate /isions to &ead their units Its Austharder to de'ine su$h /isions and a&ign them ith the &arger goa&s o' the organi=ation as aho&e

Fina&&y $harismati$ &eadership may a''e$t some 'o&&oers more than others 9esear$hsuggests 'or eBamp&e that peop&e are espe$ia&&y re$epti/e to $harismati$ &eadershiphen they sense a $risis hen they are under stress or hen they 'ear 'or their &i/esMore genera&&y some peop&es persona&ities are espe$ia&&y sus$epti0&e to $harismati$&eadership17 Consider se&'6esteem I' an indi/idua& &a$,s se&'6esteem and uestions hisse&'6orth he is more &i,e&y to a0sor0 a &eaders dire$tion rather than esta0&ish his onay o' &eading or thin,ing (Cha&&enging; Charismati$ Leadership High Per'orman$e and*atis'a$tion; pp !156!17# ))C*+% )na&yti$ *,i&&s-

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