Deck 15: Leadership and Change

Question 1

In the charismatic authority system,the unwritten laws of society dictate who has authority and how this authority can be used.

Answer 1

False

Question 2

Charismatic leaders tend to be emotionally expressive through nonverbal channels.

Answer 2

True

Question 3

The D and M components of the rational change model are most difficult for leadership practitioners to alter.

Answer 3

False

Question 4

Transactional leadership is very common but tends to be transitory.

Question 5

In siloed thinking,leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness.

Question 6

Charismatic leaders make extensive use of abstract and colorless rational discourse rather than metaphors,analogies,and stories to reframe issues and make their points.

Question 7

A crisis tends to reduce the likelihood for charismatic leadership to emerge.

Question 8

Charismatic leaders recognize the shortcomings of a present order and offer an imaginative vision to overcome them.

Question 9

The four key components of the model (M)variable in Beer's change formula are the environmental scanning,vision,setting of new goals to support the vision,and needed system changes.

Question 10

Emotions are often the fuel driving large-scale initiatives for change.

Question 11

Rational and emotional approaches are two major ways to drive organizational change.

Question 12

A personalized leadership style seems to be responsible for the feelings of empowerment notable among followers of charismatic or transformational leaders.

Question 13

Compliance occurs when followers embrace change requests as their own.

Question 14

A leader views the organization as an interlocking set of processes and procedures when using a systems thinking approach.

Question 15

The locus of authority in the charismatic authority system rests with the individual possessing unusual qualities and is not derived from birthright or laws.

Question 16

Charismatic leaders are thought to possess superhuman qualities or powers of divine origin that set them apart from ordinary mortals.

Question 17

It is significantly easier to drive change when followers are satisfied than when they are dissatisfied.

Question 18

According to Bass's theory of transformational and transactional leadership,transformational leadership perpetuates the status quo.

Question 19

Charisma is probably more a function of a leader's personal characteristics than of followers' reactions to the leader.

Question 20

In the context of the rational approach to organizational change,the difference between initial expectations and reality resulting from a temporary drop in performance or productivity as followers learn new systems and skills is called the expectation-performance gap.

Question 21

The ________ component of the change model is where a change initiative becomes tangible and actionable because it consists of the development and execution of the change plan.

A)structural system
B)dissatisfaction
C)resistance
D)process

Question 22

Which of the following statements about transformational leaders is most likely true?

A)They are inherently future oriented.
B)Their vision is based solely on their own values.
C)They struggle with reframing issues and concepts.
D)They are rarely controversial or emotionally expressive.

Question 23

In the context of Bass's theory of transformational and transactional leadership,which of the following statements is true of transformational leaders?

A)They possess impression management skills.
B)They are unable to develop strong emotional bonds with followers.
C)They promise rewards for desired performance.
D)They are primarily concerned with perpetuating the status quo.

Question 24

Which of the following is an approach that asks leaders to think about their organization as a set of interlocking systems and explains how changes in one system can have intended and unintended consequences for other parts of the organization?

A)critical thinking approach
B)leadership-versatility approach
C)viable systems approach
D)systems thinking approach

Question 25

In the context of the rational approach to organizational change,which of the following occurs when leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness?

A)reframing
B)learning agility
C)expectation-performance gap
D)siloed thinking

Question 26

In the context of Beer's model of a rational approach to organizational change,which of the following will most likely result in increasing the amount of change (C)?

A)increasing the amount of resistance in followers
B)dictating authority and how it can be used
C)followers being content with status quo
D)increasing the clarity of vision

Question 27

According to Burns,________ occurs when leaders and followers are in some type of exchange relationship to get needs met.

A)transformational leadership
B)transactional leadership
C)facilitative leadership
D)laissez-faire leadership

Question 28

The formula for the rational approach to change is

A)C = D × O × T > R.
B)C = D × M × P > R.
C)C = M × R × D > P.
D)C = D × O × L × T.

Question 29

Which of the following is the most important situational factor associated with charismatic leadership?

A)technological innovation
B)task interdependence
C)organizational downsizing
D)presence or absence of a crisis

Question 30

In the context of the Multifactor Leadership Questionnaire (MLQ),which of the following is assessed by the five transformational leadership factors?

A)the degree to which leaders fail to make decisions
B)the extent to which leaders avoid responsibilities
C)the degree to which a leader instills pride in others
D)the extent to which leaders set goals

Question 31

In the context of the emotional approach to organizational change,which of the following is defined as a particularly strong emotional reaction to,identification with,and belief in some leaders by some followers?

A)follower readiness
B)siloed thinking
C)charisma
D)routinization

Question 32

Which of the following statements about a company's vision is most likely false?

A)A vision helps the organization make choices about what it should and should not do.
B)A vision statement should provide guidance for an organization's actions.
C)Leaders often work with a team of followers to craft a vision statement.
D)The final destination for an organization is identified in its vision.

Question 33

Which of the following was developed by Bass to assess the extent to which leaders exhibited transformational or transactional leadership and the extent to which followers were satisfied with their leader and believed their leader was effective?

A)Geographically dispersed teams (GDTs)
B)Least-preferred co-worker scale (LPC)
C)Multifactor Leadership Questionnaire (MLQ)
D)Leader Behavior Description Questionnaire (LBDQ)

Question 34

The "S" in the SARA model refers to

A)stress.
B)shock.
C)situation.
D)systems.

Question 35

Which of the following leader actions would least likely increase follower dissatisfaction levels?

A)lowering employee performance standards
B)comparing benchmarks against other organizations
C)capitalizing on some type of financial or political crisis
D)talking about potential competitive threats against the organization

Question 36

In the ________ stage of coping with change,you start to question whether the company really knew what it was doing by letting you go and perhaps rationalize that they will probably be calling you back.

A)acceptance
B)rejection
C)anger
D)shock

Question 37

Which of the following is a key component to the model (M)variable in Beer's model for organizational change?

A)resistance
B)type of coordination
C)environmental scanning
D)process

Question 38

What is the underlying cause for a huge percentage of failed change initiatives?

A)The leader is unable or unwilling to address organizational culture and capabilities issues.
B)The leader optimizes one part of the organization at the expense of the firm's stockholders.
C)The leader lacks a compelling vision for the financial strength of the organization.
D)The leader fails to demonstrate empathy and listening skills with key followers.

Question 39

Transformational leadership

A)occurs when a person possesses authority not because of tradition but because of the laws that govern the position occupied.
B)serves to change the status quo by appealing to followers' values and their sense of higher purpose.
C)occurs when the traditions of society dictate who has authority and how this authority can be used.
D)occurs when leaders and followers are in some type of exchange relationship in order to get needs met.

Question 40

In the context of the emotional approach to organizational change,identify a true statement about the charismatic authority system.

A)The unwritten laws of society dictate who has authority and how this authority can be used.
B)The transfer of authority in such systems is based on traditions,such as passing power to the first-born son of a king after the king dies.
C)The power is in the position itself rather than in the person who occupies the position.
D)The locus of authority in this system rests with the individual possessing certain unusual qualities.