Question 1

Which one of the following is the least typical characteristic of a transformational leader?

Accepted Answer

A) low standing on moral reasoning 
B) encouraging personal development of staff 
C) practicing empowerment 
D) charisma

Question 2

Melissa wants to bring about transformations in her organization.Which one of the following would be the best recommendation for her?

Accepted Answer

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 3

A study showed that a person's perceptions of charisma tend to run in an opposite direction than those of his or her network members.

Accepted Answer

A) True 
 B)False

Question 4

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.

Question 5

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

Accepted Answer

A) True 
 B)False

Question 6

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

Accepted Answer

A) True 
 B)False

Question 7

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

Accepted Answer

A) True 
 B)False

Question 8

A vision deals mostly with

Accepted Answer

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 9

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

Accepted Answer

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 10

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.

Accepted Answer

A) True 
 B)False

Question 11

A vitally important part of being a charismatic leader is

Accepted Answer

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 12

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

Accepted Answer

A) True 
 B)False

Question 13

One technique a leader uses to bring about transformations is to get people

Accepted Answer

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 14

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

Accepted Answer

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

Question 15

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

Accepted Answer

A) True 
 B)False

Question 16

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

Accepted Answer

A) True 
 B)False

Question 17

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 18

Although they are confident people, charismatic leaders regularly solicit input from their constituents.

Accepted Answer

A) True 
 B)False

Question 19

A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate resources where

Accepted Answer

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 20

A study of financial firms suggested that being charismatic tended to lower business unit performance because workers became distracted by the leader's charm.

Accepted Answer

A) True 
 B)False

Exam 3: Charismatic and Transformational Leadership

Which one of the following is the least typical characteristic of a transformational leader?

Melissa wants to bring about transformations in her organization.Which one of the following would be the best recommendation for her?

A study showed that a person's perceptions of charisma tend to run in an opposite direction than those of his or her network members.

A transformational leader is one who

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

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

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

A vision deals mostly with

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

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.

A vitally important part of being a charismatic leader is

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

One technique a leader uses to bring about transformations is to get people

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

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

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

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

Although they are confident people, charismatic leaders regularly solicit input from their constituents.

A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate resources where

A study of financial firms suggested that being charismatic tended to lower business unit performance because workers became distracted by the leader's charm.