Deck 8: Transformational Leadership

Question 1

Pseudotransformational leadership

A) Aids followers in an exclusively superficial way.
B) Is socialized leadership concerned with the collective good.
C) Focuses on the leaders own interests rather than the interests of others.
D) Is an ineffective form of leadership.

Answer 1

C

Question 2

Which type of leadership is most similar to transformational leadership?

A) Transitional.
B) Laissez-faire.
C) Transactional.
D) Charismatic.

Answer 2

D

Question 3

Christie, Barling, and Turner (2011) describe pseudotransformational leadership as

A) Strong inspirational motivation
B) Inspired leadership focused on follower development
C) Strong inspirational talent that is manipulative
D) Inspired leadership focused toward other leaders

Answer 3

C

Question 4

Which type of leadership is concerned with emotions, values, ethics, standards, and long-term goals?

A) Authentic leadership
B) Transformational leadership
C) Servant leadership
D) Transactional leadership

Question 5

Which of the following is not a personality characteristic of charismatic leadership?

A) Agreeable
B) Dominant
C) Strong moral values
D) Desire to influence

Question 6

Of the scholar(s) listed below, who argued that true leadership raises the moral values of subordinates?

A) Bennis and Nanus
B) Graen and Uhl-Bien
C) MacGregor Burns
D) Kouzes and Posner

Question 7

Jackson tries every day to show his leadership is consistent with the values of the organization. This instills a strong sense of community and ethics within all levels of the organization. Jackson is demonstrating

A) Transformational leadership
B) Transactional leadership
C) Pseudotransformational leadership
D) Contingent reward leadership

Question 8

Research on transformational leadership

A) Is no longer being conducted
B) Is relatively sparse in modern times
C) Is prolific in modern times
D) Is at least 30 years old

Question 9

Transactional leadership

A) Is not a very common leadership style
B) Is found in the bulk of leadership models
C) Is less commonly used than transformational leadership
D) Is used only in military leadership

Question 10

Burns outlined leadership in his seminal work in 1978 and described leadership as

A) Quite different from power
B) Quite similar to power
C) Equivalent to power
D) About use of power and authority

Question 11

To which research scholar is the charismatic theory of leadership attributed?

A) Avolio
B) Bass
C) Liden
D) House

Question 12

House notes that charismatic effects are more likely to occur in

A) Contexts in which followers experience few difficulties.
B) Supportive environments.
C) Stressful situations.
D) Sympathetic relationships.

Question 13

Molly focuses her leadership behaviors on helping followers reach their full potential as human beings. She is using

A) Situational leadership
B) Path-goal leadership
C) Contingent reward leadership
D) Transformational leadership

Question 14

Which leadership theory is studied in a variety of disciplines, including nursing, education, and industrial engineering?

A) Leader-member exchange theory.
B) Path-goal leadership theory.
C) Contingency theory.
D) Transformational leadership theory.

Question 15

Transformational leadership

A) Helps followers to transcend their own self-interests for the good of the group.
B) Communicates high expectations.
C) Is a process in which leaders and followers exchange efforts for specified rewards.
D) Is an interactive process in which the leader tries to shift power to those who are being led.

Question 16

Transformational leadership does not

A) Create a connection between leaders and followers.
B) Increase the motivation and morality of followers.
C) Help followers reach their full potential.
D) Inadequately raise the level of motivation and morality in the leader and their followers.

Question 17

Burns when discussing leadership in the context of what is now termed transformational leadership

A) Found motivation in followers rarely existed
B) Found leaders to be interested mainly in the bottom line
C) Tried to link the roles of leadership and followership
D) Tried to link the roles of in-group members to leadership outcomes

Question 18

Transformation leadership is an exceptional form of leadership that

A) Helps followers meet the tasks on their job descriptions
B) Reduces the workload of the followers
C) Increases the workload of the followers
D) Helps followers do more than what is usually expected

Question 19

According to House, the following is not one of the specific types of behaviors commonly exhibited by charismatic leaders:

A) Serving as a strong role model.
B) Giving structure to complex tasks.
C) Articulating ideological goals with moral overtones.
D) Arousing emotions.

Question 20

José has consistently exceeded his sales projections for the past four quarters. His supervisor gave him a promotion because of his high sales success. His supervisor is using

A) Transformational leadership
B) Middle-of-the-road leadership
C) Laissez-faire leadership
D) Transactional leadership

Question 21

Management by exception-active is

A) A form of transformational leadership
B) The non-leadership factor
C) A form of transactional leadership
D) More effective than contingent reward

Question 22

Which of the following is not a factor of transformational leadership?

A) Intellectual stimulation
B) Inspirational motivation
C) Contingent reward
D) Charisma

Question 23

Elena is a sales manager who encourages her employees through motivation to be committed to and a part of the shared vision of the organization. Elena is demonstrating which factor of transformational leadership?

A) Inspiration
B) Intellectual stimulation
C) Individualized consideration
D) Idealized influence

Question 24

The Full Range Model of Transformational Leadership contains how many factors?

A) 1
B) 2
C) 4
D) 7

Question 25

A leader who communicates high expectations, shows competence, and sets a strong role model is using behaviors of

A) Situational leadership
B) Path-goal leadership
C) Transactional leadership
D) Charismatic leadership

Question 26

The idealized influence factor in the full-range model is considered more effective than

A) Individualized consideration
B) Inspirational motivation
C) Intellectual stimulation
D) Contingent reward

Question 27

Which personality characteristic of charismatic leadership is also a leadership trait?

A) Dominance
B) Self-confidence
C) Morality
D) Influential

Question 28

What type of leader uses creative deployment of self through positive self-regard and emphasizes his or her strengths rather than dwelling on weaknesses?

A) Servant
B) Transformational
C) Path-goal
D) Transactional

Question 29

The idealized influence factor is measured on the following components:

A) Attributional and behavioral components
B) Charisma and inspirational components
C) Intellectual stimulation and individualized consideration components
D) Positive self-regard and encouraging-the-heart components

Question 30

Charismatic leadership is often described as being similar to or even synonymous with

A) Transformational leadership
B) Adaptive leadership
C) Servant leadership
D) Transactional leadership

Question 31

The model of transformational leadership asserts that transformational leadership motivates followers to do more than expected by

A) Raising their consciousness about the value of specified goals
B) Providing specified rewards for good work
C) Encouraging work above and beyond to get promoted
D) Relying on the follower team to work together

Question 32

Which researcher extended House's work on transformational leadership?

A) Burns
B) Stogdill
C) Bass
D) Greenleaf

Question 33

What makes it difficult to use the term transformational leadership when referencing leaders such as Saddam Hussein and Adolf Hitler?

A) Transformational leadership focuses on the leader's own interests.
B) Hussein and Hitler had no redeeming qualities.
C) Transformational leadership is effective; Hussein and Hitler's leadership styles were not.
D) Transformational leadership includes transforming, but only in a positive way.

Question 34

The Full Range Model of Transformational Leadership contains how many transformational leadership factors?

A) 1
B) 2
C) 4
D) 7

Question 35

To create change, transformational leaders ______________.

A) Focus on the task at hand
B) Become strong role models for their followers
C) Value out-group members' opinions
D) Leave followers to work on their own

Question 36

Optimism is a mediating factor in transformational leadership that affects

A) Employee job satisfaction.
B) Employee engagement.
C) Employee liking of the supervisor.
D) Employee self-esteem.

Question 37

Kathleen regularly meets with and coaches each of her followers in hopes to help them reach their full potential. With some she is directive and with others she provides strong affiliation. She is using

A) Transactional leadership
B) Situational leadership
C) Transformational leadership
D) Path-goal leadership

Question 38

Which answer best describes the elements of a model of transformational leadership?

A) Idealized influence, inspirational motivation, intellectual stimulation, individualized consideration
B) Laissez-faire, contingent reward, management by exception, corrective transactions
C) Supporting, controlling, delegating, directing
D) Forming, storming, norming, performing

Question 39

The continuum of transformational leadership contains

A) Two non-intersecting continua
B) Is one single continuum
C) Is made up of independent transformational variables
D) Is plotted on x and y axes to show variable interaction

Question 40

Which factor of transformational leadership supports followers as they try new approaches and develop innovative ways of dealing with organizational issues?

A) Inspirational motivation
B) Intellectual stimulation
C) Individualized consideration
D) Idealized influence

Question 41

Hao is a new lawyer in your real estate law firm who comes highly recommended to you because of his high intelligence and experience with real-estate law. You encourage him to be creative and use innovation in problem solving when working on cases. You are using which transformational factor?

A) Intellectual stimulation
B) Contingent reward
C) Individualized consideration
D) Idealized influence

Question 42

The active form of management by exception

A) Is slightly more effective than the passive form
B) Is considered non-leadership
C) Is similar to individualized consideration
D) Is enacted only once problems arise

Question 43

Which of the following scholars presented an alternative transformational perspective that included vision, social architect, trust, and positive self-regard?

A) Bennis and Nanus
B) Graen and Uhl-Bien
C) MacGregor Burns
D) Kouzes and Posner

Question 44

Contingent reward uses __________ reinforcement, whereas management by exception uses ________ reinforcement.

A) Negative; positive
B) Neutral; negative
C) Positive; negative
D) Negative; neutral

Question 45

Which factor in the full model of transformational leadership encourages followers to be creative and innovative?

A) Individualized consideration
B) Inspirational motivation
C) Idealized influence
D) Intellectual stimulation

Question 46

Which factor describes leaders who communicate high expectations and engage followers to be part of a shared vision?

A) Individualized consideration
B) Inspirational motivation
C) Idealized influence
D) Intellectual stimulation

Question 47

I prefer to wait until the annual performance review time to deliver bad news about poor performance to my followers. I am using

A) Management by exception-passive
B) Management by exception-active
C) Laissez-faire
D) Contingent reward

Question 48

Which transformational factor is most like charismatic transformational leadership?

A) Inspirational motivation
B) Contingent reward
C) Individualized consideration
D) Idealized influence

Question 49

You provide a pay raise to a follower who has received high scores on annual performance reviews two years in a row. You are demonstrating

A) Management by exception-passive
B) Management by exception-active
C) Individualized consideration
D) Contingent reward

Question 50

Which factor in the full model of transformational leadership is the emotional factor in which leaders act as strong role models for followers?

A) Individualized consideration
B) Inspirational motivation
C) Idealized influence
D) Intellectual stimulation

Question 51

Communicating a vision for the future of the organization in Bennis and Nanus's research is most similar to which of the transformational factors in the Full Range Model?

A) Individualized consideration
B) Idealized influence
C) Contingent reward
D) Inspirational motivation

Question 52

Which type of leadership gives no feedback and makes little effort to help followers satisfy their needs?

A) Charismatic
B) Transactional
C) Laissez-faire
D) Democratic

Question 53

Which factor in the full model of transformational leadership includes mentoring and helping followers grow through personal challenges?

A) Individualized consideration
B) Inspirational motivation
C) Contingent reward
D) Intellectual stimulation

Question 54

Purposely choosing to give a civil rights speech in a location that is symbolic of past civil rights successful actions is an example of a leader using what transformational factor?

A) Intellectual stimulation
B) Contingent reward
C) Inspirational motivation
D) Management by exception-active

Question 55

The contingent reward factor

A) Is a reciprocal process of mutual influence
B) Is a reciprocal process between two followers
C) Is a process where follower effort is exchanged for specified rewards
D) Is a negotiated process with equal rewards for follower and leader

Question 56

Which of the following strategies did Bennis and Nanus find leaders use in transforming their organizations?

A) Merit-based rewards
B) Visible recognition and awards for employees
C) Being predictable and reliable to instill trust
D) Challenging the process

Question 57

Management by exception involves

A) Giving individualized attention to employees.
B) Offering payoffs for employees who perform their duties.
C) Negotiating special rules and tasks with employees.
D) Correcting misbehavior by employees.

Question 58

The passive form of management by exception

A) Is considered non-leadership
B) Is more effective than the active form
C) Is similar to individualized consideration
D) Is enacted only once problems arise

Question 59

I am a leader who watches my staff carefully and stops them immediately when they make a mistake. I am using

A) Management by exception-passive
B) Management by exception-active
C) Intellectual stimulation
D) Contingent reward

Question 60

Which produces greater effects than transactional leadership?

A) Individualized consideration
B) Contingent reward
C) Management by exception-passive
D) Influential morality

Question 61

Transformational leadership stresses that leaders need to

A) Focus first on themselves; then the followers
B) Understand the needs of the followers
C) Adapt to the needs of the followers
D) Use transactional leadership for highly motivated followers

Question 62

Transformational leadership can be used to

A) Influence followers individually
B) Influence only followers who want this type of leadership
C) Influence whole organizations
D) Influence only leaders who want this type of leadership

Question 63

Transformational leadership has been criticized for being elitist and anti-democratic, meaning

A) It gives the impression that the leader is acting independently of followers
B) The research supporting transformational leadership was completed only on high-level leaders
C) Followers have the most influence in the organization
D) Leaders only look to leaders in higher positions than themselves for help creating vision

Question 64

The challenge the process leadership practice is most similar to which of the transformational factors in the Full Range Model?

A) Individualized consideration
B) Idealized influence
C) Intellectual stimulation
D) Inspirational motivation

Question 65

Transformational leaders are social architects because they

A) Create shared meanings for people within their organizations.
B) Maintain social relationships with individuals throughout the organization.
C) Develop social strategies and techniques.
D) Are strong, affable examples for their followers.

Question 66

Which of the following is not a criticism of transformational leadership approach?

A) Lacks conceptual clarity
B) Has potential to be abused
C) Expansive leadership view
D) Elitist and anti-democratic

Question 67

Charisma has been described as

A) A superhuman power
B) An exceptional personality characteristic
C) A special gift within all of us
D) A transactional behavior

Question 68

Which of the following is not a strength of transformational leadership approach?

A) Broadly researched
B) Intuitive appeal
C) Expansive leadership view
D) Elitist and anti-democratic

Question 69

Zhu et al. tried to describe the transformational concept of "moral uplifting" and found

A) True transformational leadership negatively effects followers' moral emotions
B) True transformational leadership positively effects followers' moral emotions
C) True transformational leadership positively effects followers' moral actions
D) True transformational leadership negatively effects followers' moral actions

Question 70

Transformational leadership is fundamentally morally uplifting. This suggests that

A) Use of coercive leadership cannot be considered leadership
B) All transformative leadership has a negative side
C) Using contingent reward cannot be considered leadership
D) Using management by exception cannot be considered leadership

Question 71

Which of the following is a strength of the transformational approach?

A) The MLQ has well-established validity
B) It contains trait-like attributes
C) It is widely researched
D) The models are precise

Question 72

_______ presented an alternative transformational perspective that included modeling the way, challenging the process, and encouraging the heart.

A) Bennis and Nanus
B) Graen and Uhl-Bien
C) MacGregor Burns
D) Kouzes and Posner

Question 73

Which of the following scholars presented an alternative transformational perspective that describes five exemplary practices of leadership?

A) Bennis and Nanus
B) Graen and Uhl-Bien
C) MacGregor Burns
D) Kouzes and Posner

Question 74

Which leadership theories discussed in the text have noted one strength of the approach in its "intuitive appeal"?

A) Behavioral, transformational, situational
B) Trait, behavioral, path-goal
C) Path-goal, situational, trait
D) Trait, skills, transformational

Question 75

Kouzes and Posner's five practices that enable leaders to get extraordinary things accomplished include all of these except

A) Inspire a shared vision.
B) Support contingent reward.
C) Challenge the process.
D) Model the way.

Question 76

Transformational leadership

A) Is a valuable and widely used approach
B) Is not an approach that scholars find useful
C) Is not an approach that practitioners find useful
D) Is an approach used only at the upper-management levels

Question 77

Transformational leadership

A) Tells leaders how to act
B) Tells followers how to act
C) Gives four specific actions leaders should use in multiple situations
D) Provides a general way of thinking about leadership, including follower needs

Question 78

Transactional leadership is different from

A) Transformational leadership
B) Charismatic transformational leadership
C) Contingent reward
D) Management by exception

Question 79

Transformational leadership is concerned with

A) Improving performance of followers
B) Matching rewards to follower needs
C) Developing followers
D) Leadership for the greater good

Question 80

Transformational leadership is positively related to

A) Job satisfaction
B) Regular bonuses
C) Performance
D) Follower disengagement