MGMT Chapter 3

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

False

A statistical analysis of charismatic leadership revealed that charisma is composed of three factors: charm, assertiveness, and expert power. T/F

False

A study of financial firms suggested that being charismatic tended to lower business unit performance because workers became distracted by the leader's charm. T/F

False

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. T/F

False

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

False

A vision statement for Acer Computer is likely to be something to the effect, "Within three years we will increase our sales of desktop computers by 25 percent." T/F

False

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

True

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

True

According to the leadership text, developing your energy level will help you become more charismatic T/F

True

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

True

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. T/F

True

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

True

A leader who is personally charismatic is likely to attract people to him or her. push away other people based on annoying personal characteristics. rule with an iron hand. rely on cognitive skills to impress people.

attract people to him or her.

A vitally important part of being a charismatic leader is asking group members perceptive questions. being emotionally expressive and warm. being laid back and emotionally supportive. having a large network of contacts.

being emotionally expressive and warm

A charismatic leader will often be low key about his or her accomplishments. be a low risk taker. procrastinate about major decisions. challenge, prod, and poke other people.

challenge, prod, and poke other people.

A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate resources where good results will bring him or her the most publicity. change is needed the most and the potential payoff is big. subordinates will be surprised. promises have been broken in the past.

change is needed the most and the potential payoff is big.

A transactional leader in contrast to a transformational one is more likely to inspire group members with a compelling vision. help group members reach self-fulfillment. emphasize the growth of group members. emphasize rewards for good performance.

emphasize rewards for good performance.

A study of team leadership found that transformational leadership helped the group members work more independently. question whether their team had the "right stuff." feel more potent, leading to better performance. feel less potent, leading to poorer performance.

feel more potent, leading to better performance.

A major concern about charismatic leadership is that there are not enough job openings for all the charismatic leaders. charismatic leaders are not really so effective. group members sometimes follow a charismatic leader down an unethical path. charismatic leaders place unreasonable expectations on group members.

group members sometimes follow a charismatic leader down an unethical path

A transformational leader is one who transforms his or her style to fit the situation. makes major changes in the organization. changes his or her personality characteristics to meet the needs of group members. moves up the corporate ladder rapidly.

makes major changes in the organization.

A study showed that attributions of charisma are heavily influenced by he network to which the leader belonged. a person's mood at the time. the leader's sex, ethnicity, and race. members of a person's network.

members of a person's network.

A challenge to the validity of charismatic leadership is that leaders might be coached to be charismatic. charismatic on the basis of inborn characteristics. relying too heavily on an autocratic style. perceived as charismatic because of their accomplishments.

perceived as charismatic because of their accomplishments.

An effective vision is aligned with the goals and dreams of group members. relationship between the leader and the group members. substitute for leadership skill. exploitation of group members. characteristic of democratic leaders.

relationship between the leader and the group members.

A vision deals mostly with a forecast of future business conditions. seeing clearly what needs to be done to fix organizational problems. the ability to imagine different and better conditions and the ways to achieve them. finding creative ways to reward organizational members.

the ability to imagine different and better conditions and the ways to achieve them.

A synthesis of studies about transformational leadership and performance found that this type of leadership was positively associated with a group of criteria. was negatively associated with a group of criteria. was less effective than laissez-fire leadership. was good for performance but not satisfaction.

was positively associated with a group of criteria.