Deck 9: Charismatic and Transformational Leadership

Question 1

Personal meaning is knowing who you are based on your lifespan of experiences, motivation states, and action orientation.

Answer 1

False

Question 2

Charismatic leaders are often constrained by the resources available.

Answer 2

False

Question 3

Transformational leaders can emerge from different levels of the organization.

Answer 3

True

Question 4

Charismatic leaders are more likely to emerge in the throes of a crisis or turmoil.

Question 5

Transformational leaders can only emerge from the top levels of an organization.

Question 6

The transformational manager-follower relationship is one of mutual stimulation.

Question 7

Personal power that comes from overcoming inner conflict is:

A) self-belief
B) legacy
C) cultural heritage
D) values

Question 8

If a charismatic leader often jumps blindly based on faith, their personal meaning may stem from:

A) cultural heritage
B) values
C) spirituality
D) personal interests

Question 9

The leader's personal meaning is linked to charismatic leadership through:

A) follower participation
B) the leader's expertise
C) the leader's position
D) the leader's behavior

Question 10

Charismatic leaders:

A) see the gap between the status quo and their vision
B) role model
C) take a realistic look at resource needs
D) all of the answers are correct

Question 11

Leader role modeling may include:

A) high energy
B) risky behavior
C) personal sacrifices
D) all of the answers are correct

Question 12

Charismatic leaders are aware of the need to align organizational strategies and __________.

A) capabilities
B) the environment
C) personality
D) none of the answers are correct

Question 13

Followers are encouraged by charismatic leaders to:

A) question the vision
B) think clearly about their contributions
C) unconditionally trust the vision
D) challenge the goal

Question 14

Charismatic leaders communicate through all of the following EXCEPT:

A) metaphors
B) stories
C) policies
D) inspirational speeches

Question 15

Charismatic leadership that is empowering is considered __________.

A) good
B) socialized
C) individualized
D) personalized

Question 16

The transformational manager-follower relationship is characterized by:

A) individual consideration
B) inspiration
C) intellectual stimulation
D) all of the answers are correct

Question 17

Transactional leaders:

A) are capable of articulating a set of core values that tend to guide their own behavior
B) are risk-takers
C) are open to learning from experience
D) none of the answers are correct

Question 18

One of the four behavioral variables of charisma is vision articulation and role-modeling behavior of the leader. Describe the four recommended steps to effective vision articulation mentioned in the text.

Question 19

APPLYING THE CONCEPT

-Many who have worked with Bob, say he very charismatic. On his first day on the job as manager of the shipping and receiving department, Bob learns that the group has been debating the solution to a problem and has yet to arrive at a consensus. Some members think that a committee should be formed to come up with a final solution. Bob's immediate reaction is not in favor of such an idea. He indicates that he does not think a committee is needed. Within a short time of reviewing proposed solutions, Bob selects a plan and urges the group to start implementing it right away rather than waste any more time talking about it. This behavior describes what characteristic of a charismatic leader?

A) vision
B) superb communication skills
C) self-confidence and moral conviction
D) ability to inspire trust
E) high risk orientation
F) high energy and action orientation
G) relational power base
H) minimum internal conflict
I) ability to empower others
J) self-promoting personality

Question 20

APPLYING THE CONCEPT

-At the annual shareholders' meeting, the CEO gave a speech that was described as compelling, eloquent, thoughtful, and challenging. Everyone present felt an emotional connection to the CEO's seemingly unattainable sales goal for the next year. Though some thought the odds of hitting a sales goal that high are maybe 70 percent, the majority of the employees left the meeting very inspired. The CEO's performance matches what characteristic of charismatic leadership?

A) vision
B) superb communication skills
C) self-confidence and moral conviction
D) ability to inspire trust
E) high risk orientation
F) high energy and action orientation
G) relational power base
H) minimum internal conflict
I) ability to empower others
J) self-promoting personality

Question 21

APPLYING THE CONCEPT

-When Ms. McKenzi first became Vice President of the Plastics division, the organizational structure was very centralized and bureaucratic. She decentralized the organization by giving more decision-making latitude to the various departments and providing adequate resources for getting the job done. She has just received a strategic business unit analysis indicating that last month her division had the highest level of productivity in the organization. Ms. McKenzi's actions at the plastics division represent what characteristic of charismatic leadership?

A) vision
B) superb communication skills
C) self-confidence and moral conviction
D) ability to inspire trust
E) high risk orientation
F) high energy and action orientation
G) relational power base
H) minimum internal conflict
I) ability to empower others
J) self-promoting personality

Question 22

APPLYING THE CONCEPT

-A manager believes that it is important to monitor demographics in other to make sure the organization's products continue to satisfy target customers. This manager's mindset is characteristic of:

A) transformational leadership
B) transactional leadership

Question 23

Think of a leader from your work experience or education who you believe has charisma. Explain why.

Question 24

Identify a leader from your past or current employment that you believe is or was a charismatic leader. Which of the characteristics described in the text did he or she possess? Support your answer.

Question 25

Identify a leader you have worked with or currently work with who you think has charismatic potential. Describe one trait or characteristic of this individual that, if developed, can transform him or her into an effective charismatic leader.

Question 26

Describe a leader in your work experience that manifested positive or negative charismatic qualities. How did this affect your relationship with the leader?

Question 27

Explain how your present/past leader did, or did not, use stewardship and servant leadership.