Chapter 11: Ethical Leadership

1. The ___ leader demands instantaneous obedience and focuses on achievement, initiative, and self-control.

2. Which of the following types of leaders attempts to create employee satisfaction through bartering or negotiating for desired behaviors or level of performance?

3. Which of the following is not a characteristic of authentic leaders?

4. Which of the following leadership types has a strong influence on coworker support and building an ethical culture through increasing employee commitment and fostering motivation?

5. A coaching leader builds a positive climate by

6. Which leadership type values people, their emotions, and their needs and relies on friendship and trust to promote flexibility, innovation, and risk taking?

7. Sherry's leadership style often creates a negative working climate because of the high standards she sets. Sherry is most likely a(n) __ leader

8. ___ are a primary influence on employee's ethical behavior because they are role models for the organizations' values.

9. Which of the following is one of the seven habits of strong ethical leaders?

10. The __ leader can create a negative climate because of the high standards that he or she sets. this style works best for attaining quick results from highly motivated individuals who value achievement and take initiative

11. The ___ of an organization can influence the acceptance of an adherence to organizational norms and values.

12. Ethical leadership should be based on

13. A fundamental problem in traditional personal character development is that specific values are used to teach about a philosophy, which may be inappropriate where cultural diversity and privacy must be respected. A solution is

14. Strong ethical leaders have a passion for all of the following except to

15. which of the following is true about ethical leadership?

16. Which of the following attributes are necessary for ethical communication?

17. Which type of leader relies on participation and teamwork to reach collaborative decisions?

18. What is not a necessity for strong ethical leaders to make good decisions?

19. Group polarization...

20. ___ is the ability or authority to guide and direct others toward a goal.

21. These leaders are characterized as having superficial charm, no conscience, grandiose self-worth, little or no empathy, and enjoy flouting rules

22. This occurs when there are two or more positions on an ethical decisions

23.Leaders having a(n)___ conflict management style are highly assertive and not very cooperative.

24. Leading having an accommodating conflict management style are

25. Leaders with a(n)___ conflict management style desire to meet the needs of stakeholders and strongly adhere to organizational values and principles.

26. A ___ -based culture encourages employees to express concerns, bring up ethical issues, and take a proactive approach toward resolving conflicts

27. ___ claims that leaders form unique relationships with followers through social interactions.

28. ___ is a two-day process in which the communicator communicates with superiors and subordinates.

29. The four categories of communication include all of the following except

30. ___ occurs when one or more group members feel pressured to conform to the group's decision even if they personally disagree

31. When managers overlook or stifle the importance of core values in their business decisions, this is known as

32. This occurs when leaders and followers share the same vision, ethical expectations, and objectives for the company

33. ____ provide(s) important guidelines for employees on how to act in different situations.

34. Gossip, manipulation, playing favorites, and taking credit for another's work are all examples commonly associated with

35. ___ can be used to promote organizational goals and help rather than hinder other employees.

36. ___ leaders are passionate about the company, live out corporate values daily in their behavior in the workplace, ad form long-term relationship with employees and other stakeholders

37. All of these are true about feedback expect

38. __ leaders communicate a sense of mission, stimulate new ways of thinking, and enhance as well as generate new learning experiences

39. The most effective leader possess the ability to manage themselves and their relationship with others effectively, a skill known as

40. These leaders produce employees who achieve a negotiated level of performance, including compliance with ethical and legal standards

41. The acronym RADAR stands for

42. From an ethical standpoint, leaders should take time during this step of the RADAR model to fix any weaknesses in the ethics program and develop improved ways of detecting misconduct

43. This step of the RADAR model involves responding to the discovery of an ethical dilemma through communication both internally and externally

44. Which two steps of the RADAR model occur when a firm is faced with an ethical conflict or dilemma?

45. Many managers are reluctant to engage in this step of the RADAR model because they fear doing so will uncover questionable conduct that could put the firm in an unfavorable light.

46. after massive recalls due to a floor mat problem, Toyota released feel-good commercials and developed better quality standards to regain its quality image. What stage in RADAR was Toyota engaging in?

47. How can ethical leaders mitigate power differences with workers?