LEAD CHAPTERS 7-10
Transformational leadership involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them.
True
Gretchen and Russell have worked together for a year, and the more they interact, the greater their trust and respect for each other becomes. Which phase of leadership making are the pair engaging in?
acquintance
Herman and Troth's findings regarding the emotional experiences described by followers in high- and low-quality LMX relationships ______ with the assertion that positive relationships benefit organizational and personal leader goals.
aligns
In addition to displaying certain personality characteristics, charismatic leaders also demonstrate specific types of behaviors. Each of the following are recognized as charismatic behaviors EXCEPT ______.
arouse skill-relevant motives in followers
Which specific type of charismatic behavior did former U.S. President John F. Kennedy demonstrate when he appealed to the human values of the American people as he stated, "Ask not what your country can do for you; ask what you can do for your country"?
arouse task-relevant motives in followers
Charles frequently assembles representatives from each department to get input on new ideas. He solicits viewpoints from those who disagree with him and fully considers their positions before taking his own action. Which component of authentic leadership is he demonstrating?
balanced processing
Researchers suggest that authentic leadership is composed of four distinct but related components, including all of the following EXCEPT ______.
behavioral regulation
The transformational approach provides a ______ view of leadership that ______ other leadership models.
broader; augments
This term refers to a special gift that certain individuals possess that gives them the capacity to do extraordinary things.
charisma
Transformational leadership is a process that often incorporates ______ and ______ leadership.
charismatic; visionary
One strength of LMX Theory is that it directs our attention to the importance of ______ in leadership.
communication
Which of these is an exchange process between leaders and followers in which effort by followers is exchanged for specified rewards?
contingent reward
Modern studies of LMX have shown that, while not directly caused by high-quality leader-member exchange, the practice can be linked to bolstering all of the following EXCEPT:
corporate social responsibility
One reason that the study of authentic leadership is worthwhile is that in recent times, upheavals in society have created fear and uncertainty and energized a tremendous ______ for authentic leadership.
demand
Which of these perspectives views authentic leadership as something that develops in people over a lifetime and can be triggered by major life events, such as a severe illness or a new career.
developmental
Authentic leaders have the capacity to open themselves up and establish a connection with others. Through mutual ______, leaders and followers develop a sense of trust and closeness.
disclosure
In this fundamental practice that enables leaders to get extraordinary things accomplished (as identified by Kouzes and Posner), leaders use authentic celebrations and rituals to show appreciation and encouragement to others. The outcome of this kind of support is greater collective identity and community spirit.
encourage the heart
Whereas in-group members do ______ things for the leader and the leader does the same for them, followers in the out-group are ______ compatible with the leader and usually just come to work, do their job, and go home.
extra; less
Researchers have suggested that transformational leadership's modern-day popularity might be due to its emphasis on ______ and ______, which fits the needs of today's work groups, who want to be inspired and empowered to succeed in times of uncertainty.
extrinsic motivation; follower development
On limitation of LMX Theory is that its initial formulation (vertical dyad linkage theory) runs counter to the basic human value of ______.
fairness
In general, leadership making promotes partnerships in which the leader tries to build effective dyads with followers in the in-group.
false
Whereas the initial studies of this theory addressed primarily the nature of the differences between in-groups and out-groups, a subsequent line of research addressed how LMX theory was related to organizational culture.
false
Like long-distance runners, authentic leaders with self-discipline are able to stay focused on their ______.
goals
Researchers Bennis and Nanus identified four common strategies used by leaders in transforming organizations. These included all of the following EXCEPT ______.
helped followers identify their own strengths and weaknesses
Researchers found that ______ leader-member exchanges produced less employee turnover, more positive performance evaluations, higher frequency of promotions, greater organizational commitment, more desirable work assignments, better job attitudes, more attention and support from the leader, greater participation, and faster career progress over 25 years.
high-quality
Hill, Kang, and Seo studied the role of electronic communication in employee empowerment and work outcomes and found that ______ degree of electronic communication between leaders and followers resulted in more positive leader-member relationships.
higher
Kara scheduled some time with her boss to talk about her feeling that she is not be challenged in her work environment, which is the main reason she has recently been performing at the minimum level for her job expectations. She wants to take on some extra responsibilities around the office to broaden her horizons and improve her chances of moving up. Kara is working toward becoming part of the ______.
in-group
Leader-member exchange theory states that followers who are interested in negotiating with the leader what they are willing to do for the group can become a part of the ______.
in-group
In early studies, researchers found two general types of linkages or relationships between leaders and their work units: those that were based on expanded and negotiated role responsibilities (extra-roles), which were called the ______, and those that were based on the formal employment contract (defined roles), which were called the ______.
in-group; out-group
Chiquita consistently communicates high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization. Which factor of transformational leadership is she demonstrating?
inspirational motivation
In this fundamental practice that enables leaders to get extraordinary things accomplished (as identified by Kouzes and Posner), leaders listen to the dreams of others and show them how their dreams can be realized. Through inspiring visions, these leaders challenge others to transcend the status quo to do something for others.
inspire a shared vision
This term refers to a self-regulatory process whereby individuals use their internal moral standards and values to guide their behavior rather than allow outside pressures to control them.
internalized moral perspective
Which of these perspectives of authentic leadership outlines authentic leadership as relational, created by leaders and followers together?
interpersonal
Which of these perspectives of authentic leadership focuses closely on the leader and what goes on within the leader?
intrapersonal
This type of leader abdicates responsibility, delays decisions, gives no feedback, and makes little effort to help followers satisfy their needs.
laissez-faire
Kelly has spent her first month as the director of her office determining which employees are part of the in-group and which are part of the out-group. Next, she strives to develop high-quality exchanges with all of her employees and tries to make all of them feel as if he or she is a part of the in-group. Kelly is engaging in which approach?
leadership-making
Which of these is defined as a prescriptive approach to leadership emphasizing that leaders should develop high-quality exchanges with all of their followers rather than just a few?
leadership-making
To develop a theory of authentic leadership, researchers drew from the all of these fields EXCEPT ______.
management
Alan and Jacob have worked together for a decade, and they maintain a high degree of mutual trust, respect, and obligation toward each other. Which phase of leadership making are the pair engaging in?
mature partnership
Some researchers have suggested that the current interest in transformational leadership may be exaggerated and that this approach to leading may be less significant as ______ continue to flood into the workplace.
milennials
Similar to transformational and servant leadership, authentic leadership has an explicit ______ dimension.
moral
Angela has a high capacity to make ethical decisions about issues of right or wrong and good or bad. Which of the following factors that influence authentic leadership does she demonstrate?
moral reasoning
Because the conceptualization of transformational leadership set forth by Burns includes raising the level of ______ in others, it is difficult to use this term when describing leaders such as Adolf Hitler and Saddam Hussein, who were transforming but in a negative way.
morality
As argued by Bass, each of the following are actions that support the process of transformational leadership motivating followers to do more than expected, EXCEPT ______.
moving followers to address their own needs
Whereas the initial studies of LMX theory addressed primarily the nature of the differences between in-groups and out-groups, a subsequent line of research addressed how this theory was related to ______.
organizational effectiveness
Larry comes to work and operates strictly within his prescribed organizational role, always doing what is required of him but nothing more. Larry is most likely part of which group?
out-group
Leader-member exchange theory states that if followers are not interested in taking on new and different job responsibilities, they become a part of the ______.
out-group
Which of these formulations of authentic leadership evolved from real-life examples as well as training and development literature?
practical approach
Jake is a leader who is has strong inspirational talent and appeal, and is power-oriented and self-consumed. He tends to focus on his own interests rather than the interests of others. Which style of leadership does Jake demonstrate?
pseudotransformational leadership
This term refers to leaders who are self-consumed, exploitive, and power oriented, with warped moral values.
pseudotransformational leadership
Reese is known as someone who is open and honest, always presenting her true self to others. Which component of authentic leadership is she demonstrating?
relational transparency
The capacity to recover from and adjust to adverse situations is known as ______.
resilience
This process includes reflecting on your core values, identity, emotions, motives, and goals, and coming to grips with who you really are at the deepest level.
self-awareness
Michael hired Sylvia as a new employee in his department. So far, their interactions have occurred only within prescribed organizational roles, as Michael helps Sylvia with the human resources onboarding processes. Which phase of leadership making are the pair engaging in?
stranger
Which of these formulations of authentic leadership based on findings from social science research?
theoretical approach
Researcher Bill George concluded that authentic leaders demonstrate five basic characteristics. These include all of the following EXCEPT ______.
they have strong, conservative religious beliefs
A politician may include "no new taxes" as part of their campaign strategy. Which form of leadership is this candidate demonstrating?
transactional
A teacher gives students an opportunity to earn grades by submitting their work for grading. Which form of leadership is this teacher demonstrating?
transactional
Leader-member exchange (LMX) theory takes still another approach and conceptualizes leadership as a process that is centered on the interactions between leaders and followers.
true
The benefits for employees who develop high-quality leader-member relationships include preferential treatment, increased job-related communication, ample access to supervisors, and increased performance-related feedback.
true
When leaders and followers have good exchanges, they feel better and accomplish more, and the organization prospers.
true
Within an organizational work unit, followers become a part of the in-group or the out-group based on how well they work with the leader and how well the leader works with them.
true
While fighting to abolish apartheid in South Africa, Nobel Peace Prize Laureate Nelson Mandela was unyielding in his pursuit of justice and equality for all. When he was in prison and offered early release in exchange for denouncing his viewpoint, he chose to remain incarcerated rather than compromise his position. Nelson Mandela knew who he was at his core. He knew his ______, and his leadership reflected them.
values
In the first studies of exchange theory, a leader's relationship to the work unit as a whole was viewed as a series of ______ linkages.
vertical
Interpersonal perspective
A perspective on authentic leadership as relational, created by leaders and followers together in a reciprocal process
Intrapersonal perspective
A perspective on authentic leadership that focuses closely on the leader and what goes on within the leader, incorporating the leader's self-knowledge, self-regulation, and self-concept
Developmental perspective
A perspective that views authentic leadership as something that a leader can nurture, as it develops over a lifetime and can be triggered by major life events (Avolio & Gardner, 2005; Gardner, Avolio, & Walumbwa, 2005)
Hope
A positive motivational state based on willpower and goal planning
Leadership making
A prescriptive approach to leadership emphasizing that leaders should develop high-quality exchanges with all of their followers; this approach has three phases (Graen & Uhl-Bien, 1991)
Self-awareness
A process in which individuals understand themselves, including their strengths and weaknesses, and the impact they have on others
Transformational leadership
A process that changes and transforms people by creating a connection that raises the level of motivation and morality in both the leader and the follower
Transactional leadership
A process that focuses on achieving common goals by means of the exchanges that occur between leaders and their followers
Internalized moral perspective
A self-regulatory process whereby individuals use their internal moral standards and values to guide their behavior rather than allow outside pressures to control them
Balanced processing
A self-regulatory, unbiased behavior whereby individuals analyze information objectively and explore other people's opinions before making a decision
Charisma
A special gift that certain individuals possess that gives them the capacity to do extraordinary things
Laissez-faire approach
Also called nonleadership, in this style, the leader abdicates responsibility, delays decisions, gives no feedback, and makes little effort to help followers satisfy their needs
Authentic leadership
An approach focusing on whether the leadership is genuine and "real"
Contingent reward
An exchange process between leaders and followers in which effort by followers is exchanged for specified reward
Relational transparency
Being open and honest in presenting one's true self, occurring when individuals share their core feelings, motives, and inclinations with others in an appropriate manner
In contrast to transformational leadership, transactional leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.
False
Individualized consideration supports followers as they try new approaches and develop innovative ways of dealing with organizational issues.
False
Leaders cannot develop compassion by getting to know others' life stories, doing community service projects, being involved with other racial or ethnic groups, or traveling to developing countries.
False
People see leaders who have greater self-awareness as less authentic.
False
Transformational leadership is part of the "Old Leadership" paradigm, which gives more attention to the charismatic and affective elements of leadership.
False
Out-group members
Followers who fulfill defined responsibilities but do not take on extra responsibilities
In-group members
Followers with expanded and negotiated role responsibilities
Leader-member exchange theory
A leadership approach that makes the dyadic relationship between leaders and followers the focal point of the leadership process
Management-by-exception
Leadership that involves corrective criticism, negative feedback, and negative reinforcement
Pseudotransformational leaders
Leaders who have strong inspirational talent but are self-consumed, exploitive, and power-oriented, with warped moral values (Bass & Riggio, 2006)
Self-efficacy
The belief that one has the ability to successfully accomplish a specified task
Moral reasoning
The capacity to make ethical decisions about issues of right or wrong and good or bad
Resilience
The capacity to recover from and adjust to adverse situations
Optimism
The cognitive process of viewing situations from a positive light and having favorable expectations about the future
Idealized influence
The factor describing leaders who act as strong role models for followers; followers identify with these leaders and want very much to emulate them
Inspirational motivation
The factor describing leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization
Individualized consideration
The factor representative of leaders who provide a supportive climate in which they listen carefully to the individual needs of followers
Intellectual stimulation
The factor that stimulates followers to be creative and innovative and to challenge their own beliefs and values as well as those of the leader and the organization
The stranger phase
The first phase of the leadership making process, when the interactions in the leader-follower dyad generally are rule-bound, relying heavily on contractual relationships
The acquaintance phase
The second phase of the leadership making process, when dyads shift away from interactions that are governed strictly by job descriptions and defined roles, and move toward new ways of relating (Graen & Uhl-Bien, 1991)
The mature partnership phase
The third and final phase of the leadership making process , marked by high-quality leader-member exchanges, when leaders and followers generally have a high degree of mutual trust, respect, and obligation toward each other (Graen & Uhl-Bien, 1991)
Authentic leaders have a clear idea of who they are, where they are going, and what the right thing is to do.
True
Authentic leadership focuses on whether leadership is genuine and "real".
True
Authentic transformational leadership is socialized leadership, which is concerned with the collective good.
True
Charismatic leadership works because it ties followers and their self-concepts to the organizational identity.
True
Millennials' individualism, commitment to work-life balance, and subsequent preference for extrinsic rewards have been identified by researchers as potential stumbling points for effectively leading this generation as followers using the model of authentic leadership.
True
The four key positive psychological attributes that have an impact on authentic leadership are confidence, hope, optimism, and resilience.
True