Sample/practice exam 2015, questions and answers PDF

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Test bank for chapter 9...

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Chapter 9—Charismatic and Transformational Leadership TRUE/FALSE (Concepts) 1. Personal meaning is knowing who you are based on your lifespan of experiences, motivation states, and action orientation. ANS: F OBJ: 1

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Individual Dynamics

2. Selflessness is an unselfish regard for or devotion to the welfare of others. ANS: T OBJ: 1

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Individual Dynamics

3. Charismatic leaders tend to have a more activist mind-set than noncharismatic leaders. ANS: T OBJ: 1

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

4. Values are generalized beliefs or behaviors that are considered by an individual or a group to be important. ANS: T OBJ: 1

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Individual Dynamics

5. The Greek word charisma means “extraordinary gift.” ANS: F OBJ: 2

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

6. Max Weber used the term “charisma” to explain a form of influence based on traditional or legal– rational authority systems. ANS: F OBJ: 2

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

7. Charismatic leadership is an extension of attribution theory. ANS: T OBJ: 3

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

8. The noncharismatic leader’s expertise lies in using available or conventional means to achieve existing goals, whereas the charismatic leader’s expertise lies in using unconventional means to transcend the existing order. ANS: T OBJ: 3

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

563 © 2010 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from the U S Edition May not be scanned copied duplicated or posted to a publicly accessible website in whole or in part

564 Test Bank for Effective Leadership, 4e 9. Max Weber believed that charismatic leadership is born out of stressful situations. ANS: T OBJ: 4

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

10. Most theorists view charisma as the result of follower perceptions and reactions, influenced by leader characteristics and behavior and also by the context of the situation. ANS: T OBJ: 4

PTS: 1 DIF: Hard REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

11. The charismatic leader is seen as an object of identification by followers who try to emulate his or her behavior. ANS: T OBJ: 5

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

12. Vision is the ability to imagine different and better conditions and the ways to achieve them. ANS: T OBJ: 6

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

13. Many charismatic leaders shy away from stories and metaphors and communicate in straightforward ways. ANS: F OBJ: 6

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

14. Charismatic leaders tend to have a high risk orientation. ANS: T OBJ: 6

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

15. Charismatic leaders most often use position power to motivate followers. ANS: F OBJ: 6

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

16. Charismatic leaders empower followers by building their self-interest. ANS: F OBJ: 6

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

17. Charismatic people are direct rather than indirect in their approach, so that there is no ambiguity about their position on issues. ANS: T OBJ: 7

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

© 2010 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 9: Charismatic and Transformational Leadership 18. Typically, all charismatic leaders are good leaders. ANS: F OBJ: 8

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PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

19. One method for differentiating between positive and negative charisma is in terms of the values and personality of the leader. ANS: T OBJ: 8

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

20. The self-glorification motive is based on self-confidence and self-enhancement. ANS: F OBJ: 8

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

21. The socialized charismatic leader is one who possesses an egalitarian, self-transcendent, and empowering personality. ANS: T OBJ: 8

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

22. Personalized charismatic leaders use rewards and punishment to manipulate and control followers. ANS: T OBJ: 8

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

23. Negative charismatic leaders emphasize personal identification rather than internalization. ANS: T OBJ: 8

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

24. Transformational leadership focuses largely on follower attributions rather than on the leader’s vision. ANS: F OBJ: 9

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

25. Transactional leadership serves to change the status quo by articulating to followers the problems in the current system and a compelling vision of what a new organization could be. ANS: F OBJ: 9

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

26. All charismatic leaders are transformational, but not all transformational leaders are charismatic. ANS: T OBJ: 9

PTS: 1 DIF: Hard REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

© 2010 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.

566 Test Bank for Effective Leadership, 4e 27. Transformational leaders can emerge from different levels of the organization. ANS: T OBJ: 9

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

28. Charismatic leaders are few in number. ANS: T OBJ: 9

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

29. Charismatic leaders are most likely to emerge in the throes of a crisis or turmoil. ANS: T OBJ: 9

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

30. It has been proposed that transformational leadership is composed of four behavior dimensions— idealized influence, inspirational motivation, individual knowledge, and intellectual stimulation. ANS: F OBJ: 9

PTS: 1 DIF: Hard REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

31. Transactional leaders challenge followers to think “outside of the box.” ANS: F OBJ: 9

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

32. The transformational leadership process revolves around the leader–member exchange (LMX). ANS: F OBJ: 10

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

33. Transactional leadership occurs when managers give monthly bonuses to salespeople for meeting and exceeding their monthly sales quotas. ANS: T OBJ: 10

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

34. Transformational leadership is also referred to contingent reward leadership. ANS: F OBJ: 10

PTS: 1 DIF: Hard REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

35. The same leader may use both transformational and transactional leadership. ANS: T OBJ: 10

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

© 2010 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 9: Charismatic and Transformational Leadership 36. The process of managing knowledge involves three processes—identifying, sharing, and exploiting knowledge. ANS: F OBJ: 10

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37. Transformational leaders are brought into an organization to keep the status quo. ANS: F OBJ: 11

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

38. The first step of the transformation process is to inspire a shared vision. ANS: F OBJ: 11

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

39. Stewardship is leadership that transcends self-interest to serve the needs of others, by helping them grow professionally and emotionally. ANS: F OBJ: 12

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

40. Stewardship calls for the highest level of selflessness. ANS: F OBJ: 12

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

41. Stewardship is realized when authority and decision making are centralized. ANS: F OBJ: 12

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

42. Stewardship works best when there is perceived equality between leaders and followers. ANS: T OBJ: 12

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

43. Helping others discover their inner spirit is an example of a servant leader’s role. ANS: T OBJ: 12

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

44. The hallmark of servant leadership is the desire to help others. ANS: T OBJ: 12

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

© 2010 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.

568 Test Bank for Effective Leadership, 4e MULTIPLE CHOICE (Concepts) 1. __________ is the degree to which people’s lives make emotional sense and to which the demands confronted by them are perceived as being worthy of energy and commitment. a. Legacy b. Self-belief c. Personal meaning d. Purpose in life (PIL) ANS: C OBJ: 1

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Individual Dynamics

2. Individuals with a positive self-concept possess all of the following EXCEPT: a. high self-esteem. b. external locus of control. c. emotional stability. d. high generalized self-efficacy. ANS: B OBJ: 1

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Individual Dynamics

3. Personal power that comes from overcoming inner conflict is: a. self-belief. b. legacy. c. cultural heritage. d. activist mind-set. ANS: A OBJ: 1

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

4. Charismatic leadership has been described as __________ leadership. a. transactional b. servant c. values-based d. situational ANS: C OBJ: 1

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

5. The leader’s personal meaning is linked to charismatic leadership through: a. follower participation. b. the leader’s expertise. c. the leader’s position. d. the leader’s behavior. ANS: D OBJ: 1

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

© 2010 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 9: Charismatic and Transformational Leadership

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6. The Greek word charisma means: a. “extraordinary quality.” b. “divinely inspired gift.” c. “exceptional ability.” d. “attribute of wisdom.” ANS: B OBJ: 2

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

7. Max Weber and the term “charisma” to explain a form of influence based on: a. traditional authority systems. b. follower perceptions. c. leader–member exchange. d. legal–rational authority systems. ANS: B OBJ: 2

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

8. Charismatic leadership is seen as an extension of __________ theory. a. expectancy b. reinforcement c. attribution d. contingency leadership ANS: C OBJ: 3

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

9. Which of the following is NOT one of the behavior attributes that distinguish charismatic from noncharismatic leaders? a. use of unconventional strategies for achieving desired change b. dissatisfaction with the status quo c. compelling nature of the vision d. use of rewards and incentives for motivating followers ANS: D OBJ: 3

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

10. Which of the following statements about noncharismatic leaders is NOT true? a. Noncharismatic leaders essentially agree with the status quo and strive to maintain it. b. The behavior of the noncharismatic leader is seen as standard and conforming to existing norms. c. Noncharismatic leaders articulate the context of their message by highlighting positive images of the future vision and negative images of the present situation. d. The noncharismatic leader’s expertise lies in using available or conventional means to achieve existing goals. ANS: C OBJ: 3

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

© 2010 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.

570 Test Bank for Effective Leadership, 4e 11. Charismatic leaders are aware of the need to align organizational strategies and __________. a. capabilities. b. the environment. c. personality. d. none of the answers are correct ANS: A OBJ: 3

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

12. The debate concerning the locus of charismatic leadership states that charisma could be the result of all of the following EXCEPT: a. the emotional involvement of the followers. b. the leader’s extraordinary qualities. c. the situation or social climate facing the leader. d. an interaction of the situation and the leader’s qualities. ANS: A OBJ: 4

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

13. The theoretic issue of the locus of charismatic leadership asks whether: a. charismatic leaders are born or made. b. the precondition is in the followers’ mind or in the leader’s mind. c. the vision is the compelling factor or if the energy and personal charm is the compelling factor. d. the leadership phenomenon stems more from the leader’s qualities or the situation facing the leader. ANS: D OBJ: 4

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

14. An effect of charismatic leadership on followers is to cause them to: a. imitate the leader’s behavior. b. set or accept higher goals. c. have greater confidence in their ability to contribute to the achievement of goals. d. all of the answers are correct ANS: D OBJ: 5

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

15. Which of the following is NOT one of the effects of charismatic leadership on followers? a. unconditional acceptance of the leader b. emotional involvement of the follower in the mission c. minimum internal conflict d. follower trusts in the “rightness” of the leader’s vision ANS: C OBJ: 5

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

© 2010 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 9: Charismatic and Transformational Leadership 16. Which of the following is NOT a quality of charismatic leaders? a. high risk orientation b. minimum internal conflict c. emotional power base d. self-promoting personality ANS: C OBJ: 6

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17. __________ is the ability to imagine different and better conditions and the ways to achieve them. a. Vision b. Charisma c. Followership d. Personal meaning ANS: A OBJ: 6

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

18. Charismatic leaders communicate through all of the following EXCEPT: a. analogy. b. stories. c. policies. d. inspirational speeches. ANS: C OBJ: 6

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Communication | Leadership Principles

19. Charismatic leaders build trust in their followers through all of the following EXCEPT: a. optimism. b. an abiding faith. c. strong moral conviction. d. a self-promoting personality. ANS: D OBJ: 6

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

20. Charismatic leaders are most often likely to use is a(n) __________ power base. a. relational b. coercion c. position d. emotional ANS: A OBJ: 6

PTS: 1 DIF: Medium REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

21. Research suggests that leaders can enhance their charismatic qualities by: a. practicing candor and developing an energetic personality. b. taking greater risks. c. way of rewards and punishments. d. all of the answers are correct ANS: A OBJ: 7

PTS: 1 DIF: Easy REF: Conceptual NAT: AACSB Reflective Thinking | Leadership Principles

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