Question 1

The personalized charismatic leader uses power to:

Accepted Answer

A)  further his or her own interests. 
B)  benefit others. 
C)  heal organizational wounds. 
D)  divinely inspire others. 
A)  further his or her own interests. 
B)  benefit others. 
C)  heal organizational wounds. 
D)  divinely inspire others. A

Question 2

Being perceived as charismatic can often be important for a top-level leader to hold on to his or her position.

Accepted Answer

A) True 
 B)False  True

Question 3

Gilbert, a successful business leader, finds that his employees have become complacent following initial business success. This has resulted in a reduction in profits and market share. If you were Gilbert, what steps will you take to tackle complacency in employees and improve your role as a charismatic leader? Considering yourself as a charismatic leader, what do you think are the risks associated with this kind of leadership?

Accepted Answer

Peter Koestenbaum argues that business can be an opportunity for individual and organizational greatness. By adopting this greatness attitude, leaders can ennoble human nature and strengthen societies. Greatness encompasses striving for business effectiveness such as profits and high stock value, as well as impeccable ethics. An emphasis on ethical leadership instills a desire for customer service and quality and fosters feelings of proprietorship and involvement. A commitment to greatness is, of course, important for all leaders, not just those who are transformational.
Another way in which transformational leaders bring about transformations is to facilitate proactive behavior on the part of subordinates. By being proactive, subordinates take the initiative to bring about positive change. Proactive behavior is facilitated by giving group members more autonomy, or the opportunity to make decisions independently. In addition to being granted autonomy, workers are more likely to be proactive if they have self-perceived ability to perform proactive tasks successfully (role breadth self-efficacy).
Some people believe that charismatic leadership can be exercised for evil purposes. Some charismatic leaders are unethical and lead their organizations and outsiders toward illegal and immoral ends. People are willing to follow the charismatic leader down a quasi-legal path because of his or her personal magnetism.

Question 4

Brain research about visions suggests that visionaries in contrast to non-visionaries:

Accepted Answer

A)  have different levels of brain activity. 
B)  are less intelligent. 
C)  have less capacity for visual processing. 
D)  show less brain activity. 
A)  have different levels of brain activity. 
B)  are less intelligent. 
C)  have less capacity for visual processing. 
D)  show less brain activity.

Question 5

Chandler is the head of a pulp and fibre manufacturing company. Despite his keen interest in closing a deal with a distributor in a developing country, he was convinced of the emerging surveys that show a lack of demand for the company's products. Hence, he decides to drop the project in spite of his personal interest. This shows that Chandler is:

Accepted Answer

A)  a personalized charismatic. 
B)  lacks confidence. 
C)  sensibly persistent. 
D)  pessimistic. 
A)  a personalized charismatic. 
B)  lacks confidence. 
C)  sensibly persistent. 
D)  pessimistic.

Question 6

A synthesis of studies showed that laissez-faire leadership is more likely to produce positive results for than the organization than will transformational leadership.

Accepted Answer

A) True 
 B)False

Question 7

A leader who is personally charismatic is likely to:

Accepted Answer

A)  attract people to him or her. 
B)  push away other people based on annoying personal characteristics. 
C)  rule with an iron hand. 
D)  rely on cognitive skills to impress people. 
A)  attract people to him or her. 
B)  push away other people based on annoying personal characteristics. 
C)  rule with an iron hand. 
D)  rely on cognitive skills to impress people.

Question 8

To be truly effective for the purpose of charismatic leadership, a metaphor should appeal to the intellect, imagination, and values.

Accepted Answer

A) True 
 B)False

Question 9

Displaying an in-your-face attitude can contribute to a person's charisma.

Accepted Answer

A) True 
 B)False

Question 10

A challenge to the validity of charismatic leadership is that leaders might be

Accepted Answer

A)  coached to be charismatic. 
B)  charismatic on the basis of inborn characteristics. 
C)  relying too heavily on an autocratic style. 
D)  perceived as charismatic because of their accomplishments. 
A)  coached to be charismatic. 
B)  charismatic on the basis of inborn characteristics. 
C)  relying too heavily on an autocratic style. 
D)  perceived as charismatic because of their accomplishments.

Question 11

Charismatic leaders are much more conservative than average with respect to risk taking.

Accepted Answer

A) True 
 B)False

Question 12

Which one of the following is not particularly recommended as a method of formulating a vision?

Accepted Answer

A)  Searching out vision statements formulated by others 
B)  Gathering input on what might delight group members 
C)  Studying historical precedents 
D)  Using your intuition about developments in your field 
A)  Searching out vision statements formulated by others 
B)  Gathering input on what might delight group members 
C)  Studying historical precedents 
D)  Using your intuition about developments in your field

Question 13

A study of team leadership found that transformational leadership helped the group

Accepted Answer

A)  members work more independently. 
B)  question whether their team had the "right stuff." 
C)  feel more potent, leading to better performance. 
D)  feel less potent, leading to poorer performance. 
A)  members work more independently. 
B)  question whether their team had the "right stuff." 
C)  feel more potent, leading to better performance. 
D)  feel less potent, leading to poorer performance.

Question 14

Management by storytelling is a method used by charismatic and transformational leaders to discipline employees and involves telling them stories about what happened to other employees who stepped out of line.

Accepted Answer

A) True 
 B)False

Question 15

Which one of the following is the least typical characteristic of a transformational leader?

Accepted Answer

A)  low standing on moral reasoning 
B)  encouraging personal development of staff 
C)  practicing empowerment 
D)  charisma 
A)  low standing on moral reasoning 
B)  encouraging personal development of staff 
C)  practicing empowerment 
D)  charisma

Question 16

Courtney is the finance head of a tourism company. Recognizing that the company is hard-pressed financially, she decides to cancel the projects that are riskier in nature, and concentrated more on developing its reliable projects. Which of the following strategies has been adopted by Courtney?

Accepted Answer

A)  Romanticizing risk 
B)  Creating a vision for the organization 
C)  Developing a personal brand and building trust 
D)  Concentrating resources on areas that need the most change 
A)  Romanticizing risk 
B)  Creating a vision for the organization 
C)  Developing a personal brand and building trust 
D)  Concentrating resources on areas that need the most change

Question 17

Charismatic leaders are likely to cultivate relationships with group members by means of

Accepted Answer

A)  threats of punishment for noncompliance. 
B)  deliberately appearing manipulative and unforgiving. 
C)  revealing their true selves to others. 
D)  impression management. 
A)  threats of punishment for noncompliance. 
B)  deliberately appearing manipulative and unforgiving. 
C)  revealing their true selves to others. 
D)  impression management.

Question 18

Stephen, the CEO of an automotive company, addressed his employees in his company's annual meeting. He remarked that the company should acquire 60 per cent of the global market share in the next 10 years, and continue to provide quality products and services to all its consumers. Stephen is a:

Accepted Answer

A)  personalized charismatic. 
B)  transactional leader. 
C)  laissez-faire leader. 
D)  visionary leader. 
A)  personalized charismatic. 
B)  transactional leader. 
C)  laissez-faire leader. 
D)  visionary leader.

Question 19

To develop your personal brand, it is recommended that you focus on patching up your weaknesses.

Accepted Answer

A) True 
 B)False

Question 20

Charismatic leaders use metaphors and analogies primarily to:

Accepted Answer

A)  convince group members that they are confident. 
B)  inspire team members. 
C)  craft an articulate and highly emotional message. 
D)  gear language to different audiences. 
A)  convince group members that they are confident. 
B)  inspire team members. 
C)  craft an articulate and highly emotional message. 
D)  gear language to different audiences.

The personalized charismatic leader uses power to:

Being perceived as charismatic can often be important for a top-level leader to hold on to his or her position.

Brain research about visions suggests that visionaries in contrast to non-visionaries:

A synthesis of studies showed that laissez-faire leadership is more likely to produce positive results for than the organization than will transformational leadership.

A leader who is personally charismatic is likely to:

To be truly effective for the purpose of charismatic leadership, a metaphor should appeal to the intellect, imagination, and values.

Displaying an in-your-face attitude can contribute to a person's charisma.

A challenge to the validity of charismatic leadership is that leaders might be

Charismatic leaders are much more conservative than average with respect to risk taking.

Which one of the following is not particularly recommended as a method of formulating a vision?

A study of team leadership found that transformational leadership helped the group

Management by storytelling is a method used by charismatic and transformational leaders to discipline employees and involves telling them stories about what happened to other employees who stepped out of line.

Which one of the following is the least typical characteristic of a transformational leader?

Courtney is the finance head of a tourism company. Recognizing that the company is hard-pressed financially, she decides to cancel the projects that are riskier in nature, and concentrated more on developing its reliable projects. Which of the following strategies has been adopted by Courtney?

Charismatic leaders are likely to cultivate relationships with group members by means of

Stephen, the CEO of an automotive company, addressed his employees in his company's annual meeting. He remarked that the company should acquire 60 per cent of the global market share in the next 10 years, and continue to provide quality products and services to all its consumers. Stephen is a:

To develop your personal brand, it is recommended that you focus on patching up your weaknesses.

Charismatic leaders use metaphors and analogies primarily to:

The Nature and Importance of Leadership

Traits Motives and Characteristics of Leaders

Leadership Behaviors Attitudes and Styles

Contingency and Situational Leadership

Leadership Ethics and Social Responsibility

Power Politics and Leadership

Influence Tactics of Leaders

Developing Teamwork

Motivation and Coaching Skills

Creativity Innovation and Leadership

Communication and Conflict Resolution Skills

Strategic Leadership and Knowledge Management

International and Culturally Diverse Aspects of Leadership

Leadership Development and Succession

Filters

Exam 3: Charismatic and Transformational Leadership

The personalized charismatic leader uses power to:

Being perceived as charismatic can often be important for a top-level leader to hold on to his or her position.

Brain research about visions suggests that visionaries in contrast to non-visionaries:

A synthesis of studies showed that laissez-faire leadership is more likely to produce positive results for than the organization than will transformational leadership.

A leader who is personally charismatic is likely to:

To be truly effective for the purpose of charismatic leadership, a metaphor should appeal to the intellect, imagination, and values.

Displaying an in-your-face attitude can contribute to a person's charisma.

A challenge to the validity of charismatic leadership is that leaders might be

Charismatic leaders are much more conservative than average with respect to risk taking.

Which one of the following is not particularly recommended as a method of formulating a vision?

A study of team leadership found that transformational leadership helped the group

Management by storytelling is a method used by charismatic and transformational leaders to discipline employees and involves telling them stories about what happened to other employees who stepped out of line.

Which one of the following is the least typical characteristic of a transformational leader?

Courtney is the finance head of a tourism company. Recognizing that the company is hard-pressed financially, she decides to cancel the projects that are riskier in nature, and concentrated more on developing its reliable projects. Which of the following strategies has been adopted by Courtney?

Charismatic leaders are likely to cultivate relationships with group members by means of

Stephen, the CEO of an automotive company, addressed his employees in his company's annual meeting. He remarked that the company should acquire 60 per cent of the global market share in the next 10 years, and continue to provide quality products and services to all its consumers. Stephen is a:

To develop your personal brand, it is recommended that you focus on patching up your weaknesses.

Charismatic leaders use metaphors and analogies primarily to:

The Nature and Importance of Leadership

Traits Motives and Characteristics of Leaders

Leadership Behaviors Attitudes and Styles

Contingency and Situational Leadership

Leadership Ethics and Social Responsibility

Power Politics and Leadership

Influence Tactics of Leaders

Developing Teamwork

Motivation and Coaching Skills

Creativity Innovation and Leadership

Communication and Conflict Resolution Skills

Strategic Leadership and Knowledge Management

International and Culturally Diverse Aspects of Leadership

Leadership Development and Succession

Filters