Deck 3: Charismatic and Transformational Leadership

Question 1

One of the effects of charismatic leadership is the creation of a wide gap between the beliefs of the leader and those of group members.

Answer 1

False
Charismatic leadership is possible under certain conditions. The constituents must share the leader's beliefs and must have unquestioning acceptance of and affection for the leader. See "The Meanings of Charisma."

Question 2

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

Answer 2

True
To be truly effective for the purpose of charismatic leadership, a metaphor should appeal to the intellect, imagination, and values. See "Characteristics of Charismatic Leaders."

Question 3

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

Answer 3

True
Transformational leaders who are also charismatic will typically establish a vision for constituents to follow. See "The Development of Charisma."

Question 4

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

Question 5

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

Question 6

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

Question 7

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.

Question 8

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

Question 9

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

Question 10

A study indicated that transformational leadership of teams is likely to help the team feel more capable, and also perform better.

Question 11

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.

Question 12

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

Question 13

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

Question 14

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

Question 15

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

Question 16

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

Question 17

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

Question 18

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

Question 19

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

Question 20

Brain research suggests that people who are perceived to be visionaries have much higher levels of activity in certain areas of the brain than do non-visionaries.

Question 21

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 22

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 sex, ethnicity, and race.
D) members of a person's network.

Question 23

A vitally important part of being a charismatic leader is:

A) asking group members perceptive questions.
B) being emotionally expressive and warm.
C) being laid back and emotionally supportive.
D) having a large network of contacts.

Question 24

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 25

Charismatic leaders use metaphors and analogies primarily to:

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.

Question 26

Which of the following would most likely be a vision for Avon Products?

A) Get more men to purchase our products.
B) Become the ultimate relationship marketer of products and services for women.
C) Increase sales to underdeveloped countries by 5 percent per year.
D) Develop five new products per year.

Question 27

A leader who is personally charismatic is likely to:

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 28

Charismatic leaders are characterized as:

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

Question 29

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) give himself a nick name such as "Corporate Warrior Max."
D) studies his basket of personal strengths.

Question 30

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

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

Question 31

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 32

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 33

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 34

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 35

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 36

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 37

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

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 38

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 39

We know that charismatic leadership has taken place when

A) group members feel manipulated even though the cause is important.
B) the leader feels good about his or her accomplishments.
C) extraordinary levels of devotion, identification, and emulation are aroused in group members.
D) the leader is highly accepted by group members and superiors.

Question 40

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 41

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 good performance.

Question 42

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 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

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:

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

Question 45

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

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 46

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:

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

Question 47

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 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

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 really so effective.
C) group members sometimes follow a charismatic leader down an unethical path.
D) charismatic leaders place unreasonable expectations on group members.

Question 50

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 51

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

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

Question 52

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

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 53

A synthesis of studies about transformational leadership and performance found that this type of leadership

A) was positively associated with a group of criteria.
B) was negatively associated with a group of criteria.
C) was less effective than laissez-fire leadership.
D) was good for performance but not satisfaction.

Question 54

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 a 25 per cent 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 31st, 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 55

Tyson is a supervisor at an agro processing industry. He commands 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 56

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 57

Davis is the CEO of a group of luxury hotels. As a committed and authentic leader, he brought major changes in the company to attract new customers and ensure quality services. In addition, he 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 58

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 59

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?

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 60

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 61

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

Question 62

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

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?