Exam 7: Charismatic and Transformational Behaviors 184

Bass's full-range theory conceives of leadership on a continuum progressing from nonleadership to transactional leadership to transformational leadership.

(True/False)

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Question 21

The following expert defined charisma as "the ability of a leader to exercise diffuse and intense influence over the beliefs, values, behavior, and performance of others through his/her own behavior, beliefs, and personal example":

(Multiple Choice)

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Question 22

Compare the following approaches to leadership: charismatic, transactional, and transformational.

(Essay)

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Question 23

The leadership practices inventory, by Tichy and Devanna, is based on survey research about actual trends for all leadership styles that leads to a comprehensive theory of leadership.

(True/False)

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Question 24

Overmanagement is spending too much energy making sure that things are done the way the supervisor wants them done.

(True/False)

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Question 25

Explain how the 1979 case of Lee Iacocca serves as a timeless example of transformational leadership.

(Essay)

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Question 26

Kouzes and Posner point out that in 91 percent of the cases they studied, leaders themselves say that taking full charge of a situation in a directive manner is the most important leadership practice.

(True/False)

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Question 27

Although charismatic leadership is based in part on the leader's confidence and ability to sway people, he is likely to lose power if he creates too much opposition at any one time.

(True/False)

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Question 28

In Where Have All the Leaders Gone?, Lee Iacocca argues that, of the nine Cs of leadership, the following is the biggest:

(Multiple Choice)

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Question 29

The leadership practices theory employed by Kouzes and Posner (1987) started their argument with:

(Multiple Choice)

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Question 30

Bennis and Nanus claimed that organizations were failing because they are overled and undermanaged.

(True/False)

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Question 31

John Kotter warns of seven errors that should be avoided in order for transformational leadership to be successful, including the error of declaring victory too soon.

(True/False)

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Question 32

In Bass's taxonomy, inspirational motivation is characterized by followers transcending their self-interests long enough to become passionate about group goals, group achievements, and organizational pride.

(True/False)

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Question 33

The following is inconsistent with the nature of charismatic leaders:

(Multiple Choice)

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Question 34

In 1987, Conger and Kanungo proposed a theory of charismatic leadership, focusing mainly on:

(Multiple Choice)

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Question 35

Showing 21 - 35 of 35

Bass's full-range theory conceives of leadership on a continuum progressing from nonleadership to transactional leadership to transformational leadership.

The following expert defined charisma as "the ability of a leader to exercise diffuse and intense influence over the beliefs, values, behavior, and performance of others through his/her own behavior, beliefs, and personal example":

Compare the following approaches to leadership: charismatic, transactional, and transformational.

The leadership practices inventory, by Tichy and Devanna, is based on survey research about actual trends for all leadership styles that leads to a comprehensive theory of leadership.

Overmanagement is spending too much energy making sure that things are done the way the supervisor wants them done.

Explain how the 1979 case of Lee Iacocca serves as a timeless example of transformational leadership.

Kouzes and Posner point out that in 91 percent of the cases they studied, leaders themselves say that taking full charge of a situation in a directive manner is the most important leadership practice.

Although charismatic leadership is based in part on the leader's confidence and ability to sway people, he is likely to lose power if he creates too much opposition at any one time.

In Where Have All the Leaders Gone?, Lee Iacocca argues that, of the nine Cs of leadership, the following is the biggest:

The leadership practices theory employed by Kouzes and Posner (1987) started their argument with:

Bennis and Nanus claimed that organizations were failing because they are overled and undermanaged.

John Kotter warns of seven errors that should be avoided in order for transformational leadership to be successful, including the error of declaring victory too soon.

In Bass's taxonomy, inspirational motivation is characterized by followers transcending their self-interests long enough to become passionate about group goals, group achievements, and organizational pride.

The following is inconsistent with the nature of charismatic leaders:

In 1987, Conger and Kanungo proposed a theory of charismatic leadership, focusing mainly on:

Approaches for Motivating Followers, Achieving Results, and Inspiring Change

Understanding Theories of Organizational Leadership

From Early Managerial to Transactional Theories of Leadership

Traits and Skills Contributing to Leader Effectiveness

Task-Oriented Leadership Behaviors

People-Oriented Leadership Behaviors

Vision-Oriented Leadership Behaviors

The Goals Approach and Assessment of Results

Gender, Ethnicity, and Culture

Leadership Imperatives for Inspiring Change

Leadership Development at Individual and Organizational Levels

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