Deck 3: Charismatic and Transformational Leadership

Question 1

Attributions (by group members or subordinates) of a leader's charisma are important because they lead to other behavioral outcomes, such as commitment to leaders, self-sacrifice, and high performance.

Answer 1

True

Question 2

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

Answer 2

False

Question 3

An effective strategy for a transformational leader is to concentrate resources on the areas most in need of change and with the biggest possible payoff.

Answer 3

True

Question 4

Charismatic leaders are easy-going, natural people who tend to minimize impression management.

Question 5

The charisma of a leader can be felt outside of the organization and can directly affect market performance.

Question 6

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

Question 7

To highly motivate organizational members, the transformational leader attempts to get constituents to focus on their self-interest.

Question 8

An essential part of being a charismatic and transformational leader is to offer constituents a vision of the future.

Question 9

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

Question 10

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

Question 11

A socialized charismatic leader is concerned primarily with using power for the good of other people.

Question 12

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

Question 13

Leadership 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.

Question 14

Despite the urgency of turning around an organization, the transformational leader is likely to encourage the personal development of staff members.

Question 15

An effective vision is aligned with the goals and dreams of group members.

Question 16

A study indicated that transformational leadership of teams influenced work group effectiveness.

Question 17

Brain research suggests that people who are perceived to be visionaries use their brains differently than do non-visionaries.

Question 18

Transformational leaders who are also charismatic will typically establish a vision for constituents to follow.

Question 19

A recommended way of enhancing your charisma is to make others feel unimportant so you will appear strong in contrast.

Question 20

The effective transformational leader deliberately creates distrust throughout the organization so he or she will be needed to decrease the confusion.

Question 21

Which one of the following is not a particularly recommended place to obtain information when formulating a vision statement?

A) The work of futurists as it relates to your type of work
B) Your own intuition about developments in your field
C) Companies that are known for unambitious business practices
D) Internet search engine results to uncover the type of vision statements formulated by others

Question 22

Marcie is a charismatic leader. When she encounters Salvatore, a work associate she met once two years ago, Marcie is likely to say,

A) "Hello Salvatore, good to see you again."
B) "Hello there. It's nice to meet somebody new."
C) "Hello, I vaguely recall us meeting before."
D) "Hello there, buddy. Could you give me your name again?"

Question 23

To apply "management by storytelling," the leader should

A) tell stories about unsuccessful competitors.
B) tell fascinating stories about the company to employees.
C) reward and punish group members based on anecdotal evidence.
D) evaluate morale based on anecdotal evidence.

Question 24

The personalized charismatic leader uses power to:

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

Question 25

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

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

Question 26

A study of firefighters and the emotional component of their leaders' charisma showed that:

A) the positive affect of officers increased the negative affect of the firefighters.
B) a leader's lack of charisma can have a negative impact on safety.
C) those under the command of a charismatic leader were happier that those who were not.
D) charismatic leaders were less happy than their subordinates.

Question 27

A charismatic leader will often:

A) be low key about his or her accomplishments.
B) be a low risk taker.
C) procrastinate about major decisions.
D) challenge, prod, and poke other people.

Question 28

Charismatic leaders use metaphors and analogies primarily to:

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

Question 29

Charismatic leaders use visions for the important purpose of:

A) keeping team members in line.
B) conducting transactions with people.
C) celebrating accomplishments.
D) inspiring group members.

Question 30

Narcissistic CEOs tend to make:

A) non-risky decisions so that their reputation is not tarnished.
B) riskier decisions, often to attain dramatic results that enhance their image.
C) humble admissions before their employees and the press about their shortcomings as a leader.
D) a habit out of applauding subordinates over their own accomplishments.

Question 31

A vision deals mostly with:

A) a forecast of future business conditions.
B) seeing clearly what needs to be done to fix organizational problems.
C) the ability to imagine different and better conditions and the ways to achieve them.
D) finding creative ways to reward organizational members.

Question 32

A leader who is a socialized charismatic is likely to:

A) pursue goals that fulfill the needs of group members.
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 33

Charismatic leaders are often characterized as:

A) having considerable internal conflict.
B) creating distrust among constituents.
C) minimizing risks.
D) being willing to use unconventional strategies.

Question 34

An effective vision should

A) replace the company goal-setting system.
B) focus on day-to-day responsibilities instead of the future.
C) fulfill the dreams of the leader.
D) connect with the goals and dreams of constituents.

Question 35

A key point about charisma is that it is a(n):

A) relationship between the leader and the group members.
B) substitute for leadership skill.
C) exploitation of group members.
D) characteristic of democratic leaders.

Question 36

A transformational leader is one who:

A) transforms his or her style to fit the situation.
B) makes major changes in the organization.
C) changes his or her personality characteristics to meet the needs of group members.
D) moves up the corporate ladder rapidly.

Question 37

A study showed that attributions of charisma are heavily influenced by:

A) the network to which the leader belonged.
B) a person's mood at the time.
C) the leader's gender, ethnicity, and race.
D) members of a person's network.

Question 38

Brain research about being a visionary suggests that visionaries in contrast to non-visionaries:

A) use their brains differently.
B) are less intelligent.
C) have less capacity for visual processing.
D) show less brain activity.

Question 39

A vitally important part of being a charismatic leader is:

A) asking group members perceptive questions.
B) the ability to express feelings openly.
C) being laid back and emotionally supportive.
D) having a large network of contacts.

Question 40

Max wants to develop a personal brand, so he

A) develops a second identity on the Internet.
B) attempts to wear as much clothing of the same brand as feasible.
C) gives himself a nick name such as "Corporate Warrior Max."
D) studies his basket of personal strengths.

Question 41

Melissa wants to bring about transformations in her organization. Which one of the following would be the best recommendation for her?

A) Get people to develop a short-term perspective.
B) Help people understand the need for change.
C) Commit people to slightly better than average performance.
D) Get people to think in terms of self-interest.

Question 42

"Facilitating proactive behavior" by the transformative leader is defined as doing which of the following?

A) Terminating employees before they have a chance to poison team morale
B) Rewarding employees who institute new initiatives without first seeking permission
C) Giving group members more autonomy, or the autonomy to make decisions independently
D) Concentrating resources on areas that need the most change

Question 43

​Jonathan, the head of a technology firm, is known for his authentic leadership practices. He created a unique identity for himself in the world of successful business leaders. In this scenario, Jonathan:

A) ​has imposed self-serving goals on constituents.
B) has developed a personal brand.​
C) ​is projected as a laissez-faire leader.
D) ​is experiencing leadership polarity.

Question 44

Davis is the CEO of a group of luxury hotels. As a committed and authentic leader, he has brought major changes in the company to attract new customers and ensure quality services. In addition, he has also executed major changes in employee relations and satisfaction, causing an increase in employee productivity. Which of the following best describes Davis' leadership style?

A) Transformational
B) Laissez-faire
C) Polarizing
D) Transactional

Question 45

The concept of leadership polarity suggests that group members

A) tend to intensely like or dislike leaders.
B) prefer opposite traits in the same leader.
C) prefer leaders much like themselves.
D) prefer leaders quite opposite to themselves.

Question 46

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 acting as a:

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

Question 47

​Collin, an executive of a telecom company, has an inclination to acquire more power to further his own interests. He spends lavishly on sports cars and branded watches to exhibit his power and stature. Which of the following best describes Collin's leadership style?

A) ​Laissez-faire leadership
B) ​Socialized charismatic
C) ​Personalized charismatic
D) ​Leadership by storytelling

Question 48

​Sawyer, a manager at an IT security firm, firmly believed in using his professional power for the welfare of the organization. His group members were empowered to suggest ideas and were made accountable and responsible for their actions. This shows that Sawyer is:

A) ​a personalized charismatic.
B) ​a socialized charismatic.
C) ​a laissez-faire leader.
D) ​a transactional leader.

Question 49

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

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

Question 50

A transactional leader in contrast to a transformational one is more likely to:

A) inspire group members with a compelling vision.
B) help group members reach self-fulfillment.
C) emphasize the growth of group members.
D) emphasize rewards for meeting standards.

Question 51

A charismatic leader goes beyond the ordinary use of public social networking sites. Which of the following messages is an example of a charismatic use of social networking sites?

A) "This new breakthrough in our drug formulation could serve as a key to destroy all our competitors completely and emerge as the number one brand in the industry."
B) "Our company has achieved 25 percent annual growth in the recently declared estimates of the previous financial year. I would like to thank all the employees for their contribution and hard work."
C) "Dear Wilson, I would like to inform you that your contract will be terminated from the company effective June 31^st, 2015, owing to the proposal by your competitor to supply products at a lower price."
D) "Heading off to the beautiful island nation of Madagascar! A much needed break from this monotonous work schedule."

Question 52

Tyson is a supervisor for a company in the agroprocessing industry. He commands the respect, confidence, and loyalty of group members by virtue of his honest and transparent policies. Tyson is:

A) likely to score high on emotional intelligence.
B) experiencing leadership polarity.
C) an effective storyteller.
D) a laissez-faire leader.

Question 53

One technique a leader uses to bring about transformations is to get people:

A) focused on minor satisfactions.
B) not to worry that the organization's future is threatened.
C) to accept early retirement, if appropriate.
D) to look beyond self-interest.

Question 54

A challenge to the validity of charismatic leadership is that charismatic leaders may:

A) be coached to be charismatic.
B) be charismatic on the basis of inborn characteristics.
C) be relying too heavily on an autocratic style.
D) not be necessary for leadership effectiveness.

Question 55

Darren, the CEO of an airline company, is widely regarded as a transformational leader who experiments with new innovations and managerial styles. Which of the following would likely be an outcome of Darren's activities?

A) It results in an increase in administrative expenses in the organization.
B) It arouses employees to a higher level of thinking.
C) Employees become less responsible for their actions.
D) It leads to pessimistic thinking in employees.

Question 56

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 concentrate more on developing its reliable projects. Which of the following strategies has been adopted by Courtney?

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 57

A major concern about charismatic leadership is that

A) there are not enough job openings for all the charismatic leaders.
B) charismatic leaders are not usually as effective as non-charismatic leaders.
C) group members sometimes follow a charismatic leader down an unethical path.
D) charismatic leaders place unreasonable expectations on group members.

Question 58

A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate resources where

A) good results will bring him or her the most publicity.
B) change is needed the most and the potential payoff is big.
C) subordinates will be surprised.
D) promises have been broken in the past.

Question 59

Hubert Joly, the transformational CEO who came in from outside Best Buy to turn the company around, advocates all but which one of these principles (or "levers") to improve profits?

A) First cut low wage employees in a last in, first out manner
B) Cut non-salary expenses, such as travel
C) Eliminate luxury perks
D) Purchase an efficient health insurance plan for the company

Question 60

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 is 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:

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

Question 61

Enrique is the CEO of a leading information technology firm. His organization is largely successful owing to his excellent technical and strategic skills. However, despite his company having an impressive story to tell the world, the introverted Enrique is not able to narrate his business success effectively. What would you suggest to Enrique to improve his charismatic personality?

Question 62

Richard, the CEO of an oil and gas exploration company, indulges in excessive risk taking behavior and adopts unconventional strategies to achieve higher profits. Though it helped him initially to acquire quick wealth and fame, it becomes unsustainable for him to latch on to the same strategy for long. If you were Richard's advisor, what would you suggest to Richard if he wants to be considered a charismatic leader?

Question 63

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?​