ManagementLeadershipCh 7 Leadership northouse TB
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Ch 7 Leadership northouse TB

Olida Green avatar Olida Green
25 August 2022
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question
1. 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
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ANS: D
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2. 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
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ANS: B
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3. Transformation leadership is an exceptional form of leadership that ______. A. helps followers meet the tasks on their job descriptions B. reduces the workload of the followers C. increases the workload of the followers D. helps followers do more than what is usually expected
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ANS: D
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4. Research on transformational leadership ______. A. is no longer being conducted B. is relatively sparse in modern times C. is prolific in modern times D. dates back to 1930
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ANS: C
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5. 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. James MacGregor Burns D. Kouzes and Posner
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ANS: C
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6. Burns outlined leadership in his seminal work in 1978 and described leadership as ______ A. quite different from power B. quite similar to power C. equivalent to power D. about use of power and authority
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ANS: A
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7. Burns, when discussing leadership in the context of what is now termed transformational leadership, ______. A. found motivation in followers rarely existed B. found leaders to be interested mainly in the bottom line C. tried to link the roles of leadership and followership D. tried to link the roles of in-group members to leadership outcomes
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ANS: C
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8. Transactional leadership ______. A. is not a very common leadership style B. is found in the bulk of leadership models C. is less commonly used than transformational leadership D. is used only in military leadership
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ANS: B
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9. José has consistently exceeded his sales projections for the past four quarters. His supervisor gave him a promotion because of his high sales success. His supervisor is using ______. A. transformational leadership B. middle-of-the-road leadership C. laissez-faire leadership D. transactional leadership
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ANS: D
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10. Jackson tries every day to show his leadership is consistent with the values of the organization. This instills a strong sense of community and ethics within all levels of the organization. Jackson is demonstrating ______. A. transformational leadership B. transactional leadership C. pseudotransformational leadership D. contingent reward leadership
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ANS: A
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11. Molly focuses her leadership behaviors on helping followers reach their full potential as human beings. She is using ______. A. situational leadership B. path-goal leadership C. contingent reward leadership D. transformational leadership
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ANS: D
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12. Christie, Barling, and Turner (2011) describe pseudotransformational leadership as ______. A. strong inspirational motivation B. inspired leadership focused on follower development C. strong inspirational talent that is manipulative D. inspired leadership focused toward other leaders
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ANS: C
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13. 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
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ANS: B
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14. Which type of leadership is most similar to transformational leadership? A. transitional B. laissez-faire C. transactional D. charismatic
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ANS: D
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15. House notes that charismatic effects are more likely to occur in ______. B. supportive environments C. stressful situations D. sympathetic relationships
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ANS: C
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16. Which of the following is not a personality characteristic of charismatic leadership? A. agreeable B. dominant C. strong moral values D. desire to influence
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ANS: A
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17. To which research scholar is the charismatic theory of leadership attributed? A. Avolio B. Bass C. Liden D. House
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ANS: D
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18. Which personality characteristic of charismatic leadership is also one of the major leadership traits outlined in the chapter on Trait Approach? A. dominance B. self-confidence C. morality D. influential
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ANS: B
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19. A leader who communicates high expectations, shows competence, and sets a strong role model is using behaviors of ______. A. situational leadership B. path-goal leadership C. transactional leadership D. charismatic leadership
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ANS: D
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20. Charismatic leadership is often described as being similar to or even synonymous with ______. A. transformational leadership B. adaptive leadership C. servant leadership D. transactional leadership
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ANS: A
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21. What type of leader uses creative deployment of self through positive self-regard and emphasizes his or her strengths rather than dwelling on weaknesses? A. servant B. transformational C. path-goal D. transactional
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ANS: B
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22. 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
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ANS: A
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23. To create change, transformational leaders ______. A. focus on the task at hand B. become strong role models for their followers C. value out-group members' opinions D. leave followers to work on their own
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ANS: B
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24. The Full Range Model of Transformational Leadership contains how many transformational leadership factors? A. 1 B. 2 C. 4 D. 7
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ANS: C
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25. The Full Range Model of Transformational Leadership contains how many total factors? A. 1 B. 2 C. 4 D. 7
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ANS: D
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26. The continuum of transformational leadership contains ______. A. two non-intersecting continua B. is one single continuum C. is made up of independent transformational variables D. is plotted on x and y axes to show variable interaction
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ANS: B
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27. Which researcher extended House's work on transformational leadership? A. Burns B. Stogdill C. Bass D. Greenleaf
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ANS: C
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28. The model of transformational leadership asserts that transformational leadership motivates followers to do more than expected by ______. A. raising their consciousness about the value of specified goals B. providing specified rewards for good work C. encouraging work above and beyond to get promoted D. relying on the follower team to work together
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ANS: A
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29. Kathleen regularly meets with and coaches each of her followers in hopes to help them reach their full potential. With some she is directive and with others she provides strong affiliation. Kathleen's behaviors are an example of ______. A. transactional leadership B. middle of the road leadership C. transformational leadership D. S4 in situational leadership
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ANS: C
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30. 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
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ANS: A
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A. Transformational leadership focuses on the leader's own interests. B. Hussein and Hitler had no leadership traits. C. Transformational leadership is effective; Hussein and Hitler's leadership styles were not. D. Transformational leadership includes transforming, but only in a positive way.
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ANS: D
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32. 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
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ANS: B
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33. Which of the following is not a behavior consistent with factors of transformational leadership? A. presenting challenging problems to solve B. collaborating on a shared vision C. communicating details of an employee bonus program D. spending the morning with one employee to mentor her
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ANS: C
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34. 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 motivation B. intellectual stimulation C. individualized consideration D. idealized influence
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ANS: A
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35. 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
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ANS: B
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36. The idealized influence factor in the full-range model is considered more effective than ______. A. individualized consideration B. inspirational motivation C. intellectual stimulation D. contingent reward
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ANS: D
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37. Management by exception-active is ______. A. a form of transformational leadership B. the non-leadership factor C. a form of transactional leadership D. more effective than contingent reward
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ANS: C
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38. Which transformational factor is most like charismatic transformational leadership? A. inspirational motivation B. contingent reward C. individualized consideration D. idealized influence
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ANS: D
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39. Hao is a new lawyer in your real estate law firm who comes highly recommended to you because of his high intelligence and experience with real-estate law. You encourage him to be creative and use innovation in problem solving when working on cases. You are using which transformational factor? A. intellectual stimulation B. contingent reward C. individualized consideration D. idealized influence
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ANS: A
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40. Purposely choosing to give a civil rights speech in a location that is symbolic of past civil rights successful actions is an example of a leader using what transformational factor? A. intellectual stimulation B. contingent reward C. inspirational motivation D. management by exception-active
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ANS: C
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41. Which produces greater effects than transactional leadership? A. individualized consideration B. contingent reward C. management by exception-passive D. influential morality
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ANS: A
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42. Which factor describes leaders who communicate high expectations and engage followers to be part of a shared vision? A. individualized consideration B. inspirational motivation C. idealized influence D. intellectual stimulation
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ANS: B
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43. Which factor in the Full Range of Leadership Model includes mentoring and helping followers grow through personal challenges? A. individualized consideration B. inspirational motivation C. contingent reward D. intellectual stimulation
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ANS: A
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44. Which factor in the Full Range of Leadership Model encourages followers to be creative and innovative? A. individualized consideration B. inspirational motivation C. idealized influence D. intellectual stimulation
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ANS: D
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45. Which factor in the Full Range of Leadership Model is the emotional factor in which leaders act as strong role models for followers? A. individualized consideration B. inspirational motivation C. idealized influence D. intellectual stimulation
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ANS: C
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46. The contingent reward factor ______. A. is a reciprocal process of mutual influence B. is a reciprocal process between two followers C. is a process where follower effort is exchanged for specified rewards D. is a negotiated process with equal rewards for follower and leader
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ANS: C
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47. The passive form of management by exception ______. A. is considered non-leadership B. is more effective than the active form C. is similar to individualized consideration D. is enacted only once problems arise
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ANS: D
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48. The active form of management by exception ______. A. is slightly more effective than the passive form B. is considered non-leadership C. is similar to individualized consideration D. is enacted only once problems arise
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ANS: A
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49. You provide a pay raise to a follower who has received high scores on annual performance reviews two years in a row. You are demonstrating ______. A. management by exception-passive B. management by exception-active C. individualized consideration D. contingent reward
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ANS: D
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50. I am a leader who watches my staff carefully and stops them immediately when they make a mistake. I am using ______. A. management by exception-passive B. management by exception-active C. intellectual stimulation D. contingent reward
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ANS: B
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51. I prefer to wait until the annual performance review time to deliver bad news about poor performance to my followers. I am using ______. A. management by exception-passive B. management by exception-active C. laissez-faire D. contingent reward
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ANS: A
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52. Contingent reward uses ______ reinforcement, whereas management by exception uses ______ reinforcement. A. negative; positive B. neutral; negative C. positive; negative D. positive; neutral
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ANS: C
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53. Management by exception involves ______. A. giving individualized attention to exceptional employees B. offering payoffs for employees who perform their duties C. negotiating special rules and tasks with employees D. correcting misbehavior by employees
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ANS: D
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54. 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
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ANS: C
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55. Which of the following scholars 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. Hersey and Blanchard D. Kouzes and Posner
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ANS: A
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56. Which of the following strategies did Bennis and Nanus find leaders use in transforming their organizations? A. merit-based rewards C. being predictable and reliable to instill trust D. challenging the process
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ANS: C
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57. Communicating a vision for the future of the organization in Bennis and Nanus's research is most similar to which of the transformational factors in the Full Range Model? A. individualized consideration B. idealized influence C. contingent reward D. inspirational motivation
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ANS: D
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58. Which of the following scholars presented an alternative transformational perspective that describes five exemplary practices of leadership? A. Bennis and Nanus B. Graen and Uhl-Bien C. Gersey and Blanchard D. Kouzes and Posner
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ANS: D
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59. 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. offer valuable rewards C. challenge the process D. model the way
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ANS: B
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60. ______ 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. Blake and Mouton D. Kouzes and Posner
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ANS: D
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61. Transformational leaders are considered social architects when 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
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ANS: A
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62. The challenge the process leadership practice is most similar to which of the transformational factors in the Full Range Model? A. individualized consideration B. idealized influence C. intellectual stimulation D. inspirational motivation
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ANS: C
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63. Which leadership theories discussed in the text have "intuitive appeal" as a key strength? A. behavioral, transformational, situational B. trait, behavioral, path-goal C. path-goal, situational, trait D. trait, skills, transformational
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ANS: D
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64. Which of the following is a strength of the transformational approach? A. the MLQ has well-established validity B. it contains trait-like attributes C. it is widely researched D. the models are precise
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ANS: C
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65. Transformational leadership is fundamentally morally uplifting. This suggests that ______. A. use of coercive leadership cannot be considered leadership B. all transformative leadership has a negative side C. using contingent reward cannot be considered leadership D. using management by exception cannot be considered leadership
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ANS: A
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66. Which of the following is not a strength of transformational leadership approach? A. broadly researched B. intuitive appeal C. expansive leadership view D. elitist and anti-democratic
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ANS: D
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67. Which of the following is not a criticism of transformational leadership approach? A. lacks conceptual clarity B. has potential to be abused C. expansive leadership view D. elitist and anti-democratic
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ANS: C
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68. Transformational leadership has been criticized for being elitist and anti-democratic, meaning ______. A. it gives the impression that the leader is acting independently of followers B. the research supporting transformational leadership was completed only on high-level leaders C. followers have the most influence in the organization D. leaders only look to leaders in higher positions than themselves for help creating vision
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ANS: A
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69. Transformational leadership ______. A. tells leaders how to act B. tells followers how to act C. gives four specific actions leaders should use in multiple situations D. provides a general way of thinking about leadership, including follower needs
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ANS: D
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70. Transformational leadership ______. A. is a valuable and widely used approach B. is not an approach that scholars find useful C. is not an approach that practitioners find useful D. is an approach used only at the upper-management levels
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ANS: A
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71. Alyssa is a team leader of the student ambassadors who give campus tours. Alyssa is a very busy college senior and does not communicate much with the ambassadors. When she does, her communication is typically to tell the ambassadors what they have done wrong on the tours. Alyssa is exhibiting ______. A. intellectual stimulation B. management by exception C. contingent reward D. laissez faire leadership
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ANS: B
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Location: Transactional Leadership Factors 72. The effect of transformational leadership on employee performance is said to be ______. A. retroactive B. additive C. idealized D. pseudo
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ANS: B
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Location: A Model of Transformational Leadership 73. Some research has suggested that interest in transformational leadership may be exaggerated and perhaps not as relevant now that ______ are flooding into the workplace. A. managers B. intellectuals C. followers D. millennials
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ANS: D
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Location: Description 74. Transactional leaders may not be as capable as transformational leaders when it comes to ______. A. offering rewards B. providing feedback C. creating trust D. managing projects
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ANS:
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Location: Transformational Leadership Defined 75. When some research studies found that the 4 I's of transformational leadership correlated with one another, it demonstrated this criticism of the transformational leadership approach. A. transformational leadership is anti-democratic B. transformational leadership puts too much focus on the leader C. transformational leadership lacks conceptual clarity D. transformational leadership cannot be learned
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ANS:
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Location: Criticisms 76. Some research has suggested that laissez faire leadership in conjunction with transactional and transformational leadership may be most effective, bringing to light one of the main themes in the textbook, which is ______. A. situational leadership is the most effective form of leadership B. oftentimes the best approach is a combination of leadership approaches C. the traits of effective leaders depend on the context D. all leadership approaches have an element of laissez faire
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ANS: B
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Location: Laissez-Faire 77. Research has shown that when a company's CEO is charismatic, it may result in ______. A. less commitment to goals because followers accede to the leader B. increased incidence of management by exception C. more employees becoming charismatic themselves D. higher levels of employee identification with the company
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ANS: C
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Location: Transformational Leadership and Charisma True/False 1. According to Bass, charisma is a necessary but not sufficient condition for transformational leadership.
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ANS: T
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2. A strength of the transformational model is the emphasis it places on followers' needs, values, and morals.
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ANS: T
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3. A criticism of transformational leadership is that it treats leadership as a personality trait.
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ANS: T
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4. Bass and Avolio suggest that transformational leadership cannot be taught since it results from innate leadership characteristics.
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ANS: F
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5. Transformational leadership views leaders as social architects.
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ANS: T
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6. Idealized influence focuses on the exchanges that occur between leaders and their followers.
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ANS: F
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7. Charismatic leadership transforms followers' self-concepts and tries to link the identity of the followers to the collective identity of the organization.
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ANS: T
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8. Criticisms of transformational leadership are that it is elitist and antidemocratic, and it suffers from heroic leadership bias.
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ANS: T
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9. Transactional leadership raises the level of motivation and morality in followers.
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ANS: F
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10. The contingent reward factor is more effective than the management-by-exception passive factor.
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ANS: T
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Short Answer 1. List three of the Five Practices of Leadership that Kouzes and Posner prescribe.
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ANS: Students should list any three of the following: Model the Way, Inspire A Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart.
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2. Name the four factors of transformational leadership.
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ANS: Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration
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3. Leader-Member Exchange theory has to do with a leader's relationship with individual followers. Which factor of Transformational Leadership is most similar to the notion of developing one-on-one relationships?
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ANS: Individualized Consideration
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4. Transformational leadership can result in important psychological gains for both ______ and ______.
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ANS: followers and leaders
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5. Your boss gives you a project to accomplish by the end of the week. She does not check in with you at all until Friday when she reviews your work and tells you that you made several mistakes and must do the project over. Your boss was using which factor of transactional leadership?
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ANS: management by exception--passive
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Essay 1. Explain the relationship between transformational, transactional, and charismatic leadership.
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ANS: Transactional leadership involves exchanges between leaders and followers Transformational leadership may take place alongside transactional leadership but focuses instead on elevating the motivation and morality of both the leader and follower Transformational and charismatic leadership share the characteristics of strong moral values and strong desire to influence others Charisma alone does not account for transformational leadership. (Here the student could compare the five behaviors of charismatic leadership with the four factors of transformational leadership.)
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2. Explain why some researchers have predicted that transformational leadership may be less effective with Millennials. Do you agree with those predictions? Explain.
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ANS: Some assume that Millennials may be less willing to collaborate with others to achieve common goals. Relatedly, today's transformational leaders communicate in a way to encourage followers to prioritize organizational and task needs and goals over individual interests (Anderson et al., 2017). However, it is predicted that this will be met with resistance as Millennials have expressed a greater desire for work-life balance and want to "work to live" rather than "live to work," (Ng, Schweitzer, & Lyons, 2010). Finally, it has been suggested that because Millennials expect frequent promotions and value extrinsic rewards (transactional factors), two of the fundamental components of transformational leadership--idealized influence and inspirational motivation--may be ineffective (Anderson et al. 2017). Students may then provide support for their arguments to support or to refute these predictions.
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3. 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?
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ANS: Trust in leader's ideology; belief similarity between leader and follower; unquestioning acceptance; affection toward leader; obedience; identification with leader; emotional involvement; heightened goals; increased confidence. Remain aware of how you are being influenced and in what directions you are being asked to go.
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4. Compare and contrast the laissez-faire leader discussed in the transformation approach and the delegating leader discussed in the Situational Leadership Model.
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ANS: They are similar because both types of leaders are nondirective and not controlling of subordinates. Both laissez-faire and delegative leaders allow subordinates to set their own goals and to select their own ways of achieving them. They are dissimilar because laissez-faire leaders abdicate responsibility, give no feedback, and make little effort to help followers satisfy their needs, while delegative leaders make themselves available to subordinates, give feedback when asked, and accept responsibility for the well-being and goal accomplishments of their subordinates.
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5. Describe how the transformational leadership factors in the Full Range Model of Transformational Leadership are similar to Kouzes and Posner's five practices of exemplary leadership.
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ANS: Answer will vary greatly depending upon which factors and practices students choose to compare. Individualized consideration is similar to both enabling others to act and encouraging the heart. Idealized influence and model the way are similar in that leaders serve as role models. Inspirational motivation and inspire a shared vision are quite similar in the visioning and articulation of messages. Intellectual stimulation and challenge the process both focus on creativity and innovation.