Question 1

With transactional leadership, ________.

Accepted Answer

A)  followers feel trust, admiration, loyalty, and respect toward the leader 
B)  followers are motivated to do more than they originally expected to do 
C)  the leader provides rewards to followers who comply with the leader's requests 
D)  the leader motivates followers by activating their higher-order needs 
A)  followers feel trust, admiration, loyalty, and respect toward the leader 
B)  followers are motivated to do more than they originally expected to do 
C)  the leader provides rewards to followers who comply with the leader's requests 
D)  the leader motivates followers by activating their higher-order needs C

Question 2

In interpreting their results of which qualities are associated with charismatic leaders, Banks et al. found that ________ contributes to the leader's commitment to the vision and mission.

Accepted Answer

A)  intelligence 
B)  openness to experience 
C)  conscientiousness 
D)  agreeableness 
A)  intelligence 
B)  openness to experience 
C)  conscientiousness 
D)  agreeableness C

Question 3

According to Bass, transformational and transactional leadership are ________ processes.

Accepted Answer

A)  distinct but not mutually exclusive 
B)  overlapping and mostly similar 
C)  mostly divergent and opposed 
D)  interchangeable 
A)  distinct but not mutually exclusive 
B)  overlapping and mostly similar 
C)  mostly divergent and opposed 
D)  interchangeable A

Question 4

A potential consequence of charismatic leadership is that excessive confidence and optimism can blind the leader to real dangers.

Accepted Answer

A) True 
 B)False

Question 5

Is charismatic leadership good for organizations? Why or why not?

Accepted Answer

Student answers may vary. Critics list s

Question 6

What conclusion is BEST supported in the case study by Roberts of a school administrator?

Accepted Answer

A)  Followers attribute charisma to a new leader who uses unconventional behavior and enthusiastic visioning to deal successfully with a crisis. 
B)  Followers attribute charisma to a new leader who uses an unconventional approach in a crisis, regardless of the outcome. 
C)  Followers attribute charisma to a new leader who uses unconventional behavior and enthusiastic visioning, regardless of whether there is a crisis. 
D)  Charisma is unlikely to be attributed to any new leader in a highly bureaucratic organization, regardless of the situation. 
A)  Followers attribute charisma to a new leader who uses unconventional behavior and enthusiastic visioning to deal successfully with a crisis. 
B)  Followers attribute charisma to a new leader who uses an unconventional approach in a crisis, regardless of the outcome. 
C)  Followers attribute charisma to a new leader who uses unconventional behavior and enthusiastic visioning, regardless of whether there is a crisis. 
D)  Charisma is unlikely to be attributed to any new leader in a highly bureaucratic organization, regardless of the situation.

Question 7

Which of the following is NOT one of the traits found to be associated with charismatic leadership by Banks et al. in 2017?

Accepted Answer

A)  conscientious 
B)  introverted 
C)  agreeable 
D)  emotionally stable 
A)  conscientious 
B)  introverted 
C)  agreeable 
D)  emotionally stable

Question 8

Although research on effects of charismatic chief executives is limited, the available results suggest that charisma ________.

Accepted Answer

A)  is an essential attribute for their success 
B)  may be detrimental for most of them 
C)  plays no role in their performance 
D)  is highly correlated with positive outcomes 
A)  is an essential attribute for their success 
B)  may be detrimental for most of them 
C)  plays no role in their performance 
D)  is highly correlated with positive outcomes

Question 9

Emotional contagion ________.

Accepted Answer

A)  may cause the leader's qualities to become exaggerated 
B)  cannot occur among the followers themselves 
C)  is exemplified by a leader's deliberate efforts to create a particular impression 
D)  spreads slowly and laboriously 
A)  may cause the leader's qualities to become exaggerated 
B)  cannot occur among the followers themselves 
C)  is exemplified by a leader's deliberate efforts to create a particular impression 
D)  spreads slowly and laboriously

Question 10

Truly charismatic leaders ________.

Accepted Answer

A)  can be found in any organization 
B)  can be found at any level in an organization 
C)  use a leadership style that is relevant for all types of situations 
D)  are rare and emerge in only unusual conditions 
A)  can be found in any organization 
B)  can be found at any level in an organization 
C)  use a leadership style that is relevant for all types of situations 
D)  are rare and emerge in only unusual conditions

Question 11

________ is another reason for a leader to be viewed as extraordinary.

Accepted Answer

A)  The decision to take small, incremental steps 
B)  The achievement of a goal that initially seemed probable 
C)  The ability to see opportunities others fail to recognize 
D)  The adherence to goals aligned with the status quo 
A)  The decision to take small, incremental steps 
B)  The achievement of a goal that initially seemed probable 
C)  The ability to see opportunities others fail to recognize 
D)  The adherence to goals aligned with the status quo

Question 12

Which influence process is at work when a leader emphasizes the symbolic and ideological aspects of the work, making it seem more meaningful, noble, heroic, and morally correct?

Accepted Answer

A)  internalization 
B)  self-efficacy 
C)  impression management 
D)  emotional contagion 
A)  internalization 
B)  self-efficacy 
C)  impression management 
D)  emotional contagion

Question 13

Charismatic leaders are MOST likely to remain in power when the factors that contribute to organizational performance are ambiguous.

Accepted Answer

A) True 
 B)False

Question 14

Leaders are more likely to appear charismatic if they make ________ appeals to follower values and ideals.

Accepted Answer

A)  emotional 
B)  logical 
C)  desperate 
D)  calculated 
A)  emotional 
B)  logical 
C)  desperate 
D)  calculated

Question 15

Weber used the term ________ to describe a form of influence based not on tradition or formal authority but rather on follower perceptions that the leader is endowed with exceptional qualities.

Accepted Answer

A)  transformation 
B)  optimism 
C)  transaction 
D)  charisma 
A)  transformation 
B)  optimism 
C)  transaction 
D)  charisma

Question 16

Which is NOT a recommended guideline for transformational leadership?

Accepted Answer

A)  Ask followers to trust the leader's exceptional ability. 
B)  Act confident and optimistic when setbacks occur. 
C)  Lead by example to model effective behavior. 
D)  Use dramatic, symbolic actions to emphasize key values. 
A)  Ask followers to trust the leader's exceptional ability. 
B)  Act confident and optimistic when setbacks occur. 
C)  Lead by example to model effective behavior. 
D)  Use dramatic, symbolic actions to emphasize key values.

Question 17

Which statement about transformational and charismatic leadership is MOST accurate?

Accepted Answer

A)  Both types of leadership involve the same underlying processes. 
B)  Both type of leadership are effective in any situation. 
C)  Charismatic leaders are more effective in business organizations. 
D)  Charismatic leaders are less common in business organizations. 
A)  Both types of leadership involve the same underlying processes. 
B)  Both type of leadership are effective in any situation. 
C)  Charismatic leaders are more effective in business organizations. 
D)  Charismatic leaders are less common in business organizations.

Question 18

Attributions of charisma are ________ for leaders who have influenced people to collectively achieve objectives that initially seemed impossible.

Accepted Answer

A)  impossible 
B)  improbable 
C)  inappropriate 
D)  probable 
A)  impossible 
B)  improbable 
C)  inappropriate 
D)  probable

Question 19

Attributions of charisma for people who have close contact with the leader may depend more on the ________.

Accepted Answer

A)  leader's behavior and interpersonal skills 
B)  evidence of exceptional achievements 
C)  influence of individuals who promote the leader's reputation 
D)  defense of controversial actions and decisions by the leader 
A)  leader's behavior and interpersonal skills 
B)  evidence of exceptional achievements 
C)  influence of individuals who promote the leader's reputation 
D)  defense of controversial actions and decisions by the leader

Question 20

Negative charismatics are usually narcissists who ________.

Accepted Answer

A)  intentionally seek follower devotion to ideals more than to themselves 
B)  have influence that results more from personal identification than from internalization 
C)  share decision-making authority with followers in order to empower them 
D)  have a socialized power orientation 
A)  intentionally seek follower devotion to ideals more than to themselves 
B)  have influence that results more from personal identification than from internalization 
C)  share decision-making authority with followers in order to empower them 
D)  have a socialized power orientation

With transactional leadership, ________.

In interpreting their results of which qualities are associated with charismatic leaders, Banks et al. found that ________ contributes to the leader's commitment to the vision and mission.

According to Bass, transformational and transactional leadership are ________ processes.

A potential consequence of charismatic leadership is that excessive confidence and optimism can blind the leader to real dangers.

Is charismatic leadership good for organizations? Why or why not?

What conclusion is BEST supported in the case study by Roberts of a school administrator?

Which of the following is NOT one of the traits found to be associated with charismatic leadership by Banks et al. in 2017?

Although research on effects of charismatic chief executives is limited, the available results suggest that charisma ________.

Emotional contagion ________.

Truly charismatic leaders ________.

________ is another reason for a leader to be viewed as extraordinary.

Which influence process is at work when a leader emphasizes the symbolic and ideological aspects of the work, making it seem more meaningful, noble, heroic, and morally correct?

Charismatic leaders are MOST likely to remain in power when the factors that contribute to organizational performance are ambiguous.

Leaders are more likely to appear charismatic if they make ________ appeals to follower values and ideals.

Weber used the term ________ to describe a form of influence based not on tradition or formal authority but rather on follower perceptions that the leader is endowed with exceptional qualities.

Which is NOT a recommended guideline for transformational leadership?

Which statement about transformational and charismatic leadership is MOST accurate?

Attributions of charisma are ________ for leaders who have influenced people to collectively achieve objectives that initially seemed impossible.

Attributions of charisma for people who have close contact with the leader may depend more on the ________.

Negative charismatics are usually narcissists who ________.

The Nature of Leadership

Leadership Behavior

Leadership Situation

Decision Making and Empowerment by Leaders

Leading Change and Innovation

Power and Influence Tactics

Leader Traits and Skills

Value-Based and Ethical Leadership

Dyadic Relations and Followers

Leadership in Teams and Decision Groups

Strategic Leadership

Cross-Cultural Leadership and Diversity

Developing Leadership Skills

Overview and Integration

Filters

Exam 8: Charismatic and Transformational Leadership

With transactional leadership, ________.

In interpreting their results of which qualities are associated with charismatic leaders, Banks et al. found that ________ contributes to the leader's commitment to the vision and mission.

According to Bass, transformational and transactional leadership are ________ processes.

A potential consequence of charismatic leadership is that excessive confidence and optimism can blind the leader to real dangers.

Is charismatic leadership good for organizations? Why or why not?

What conclusion is BEST supported in the case study by Roberts of a school administrator?

Which of the following is NOT one of the traits found to be associated with charismatic leadership by Banks et al. in 2017?

Although research on effects of charismatic chief executives is limited, the available results suggest that charisma ________.

Emotional contagion ________.

Truly charismatic leaders ________.

________ is another reason for a leader to be viewed as extraordinary.

Which influence process is at work when a leader emphasizes the symbolic and ideological aspects of the work, making it seem more meaningful, noble, heroic, and morally correct?

Charismatic leaders are MOST likely to remain in power when the factors that contribute to organizational performance are ambiguous.

Leaders are more likely to appear charismatic if they make ________ appeals to follower values and ideals.

Weber used the term ________ to describe a form of influence based not on tradition or formal authority but rather on follower perceptions that the leader is endowed with exceptional qualities.

Which is NOT a recommended guideline for transformational leadership?

Which statement about transformational and charismatic leadership is MOST accurate?

Attributions of charisma are ________ for leaders who have influenced people to collectively achieve objectives that initially seemed impossible.

Attributions of charisma for people who have close contact with the leader may depend more on the ________.

Negative charismatics are usually narcissists who ________.

The Nature of Leadership

Leadership Behavior

Leadership Situation

Decision Making and Empowerment by Leaders

Leading Change and Innovation

Power and Influence Tactics

Leader Traits and Skills

Value-Based and Ethical Leadership

Dyadic Relations and Followers

Leadership in Teams and Decision Groups

Strategic Leadership

Cross-Cultural Leadership and Diversity

Developing Leadership Skills

Overview and Integration

Filters