Question 1

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?

Accepted Answer

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

Question 2

A transformational leader is one who:

Accepted Answer

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. B

Question 3

Narcissistic CEOs tend to make:

Accepted Answer

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. B

Question 4

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

Accepted Answer

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 5

​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?

Accepted Answer

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

Question 6

The personalized charismatic leader uses power to:

Accepted Answer

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

Question 7

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

Accepted Answer

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 8

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

Accepted Answer

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 9

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?

Accepted Answer

The answer of Enrique is the CEO of a leading...

Question 10

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

Accepted Answer

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 11

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

Accepted Answer

A) True 
 B)False

Question 12

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:

Accepted Answer

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

Question 13

​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:

Accepted Answer

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 14

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:

Accepted Answer

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

Question 15

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

Accepted Answer

A) True 
 B)False

Question 16

​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:

Accepted Answer

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

Question 17

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.

Accepted Answer

A) True 
 B)False

Question 18

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?

Accepted Answer

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 19

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

Accepted Answer

A) True 
 B)False

Question 20

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?​

Accepted Answer

The answer of Gilbert, a successful business leader, finds that...

Exam 3: Charismatic and Transformational Leadership

A transformational leader is one who:

Narcissistic CEOs tend to make:

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

​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?

The personalized charismatic leader uses power to:

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

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

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

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

​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:

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:

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

​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:

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.

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?

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

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?

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:

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: