Study Guide: Chapter 14

Which of the following statements is *true*? *a)* Transactional leaders are always controversial. *b)* All transformational leaders are charismatic. *c)* All charismatic leaders are transformational *d)* Transactional leaders are also adept at reframing issues.

*b)* All transformational leaders are charismatic.

This takes place when followers do no more than abide by the policies and procedures surrounding change requests. *a)* Cooperation *b)* Compliance *c)* Commitment *d)* Malicious

*b)* Compliance

What is the "fuel" for organizational change? *a)* Organization's goals *b)* Follower's emotions *c)* Vision *d)* Building trust

*b)* Follower's emotions

Charismatic leaders: *a)* Use abstract and colorless rational discourse to reframe issues. *b)* Make extensive use of stories to make their points. *c)* Are adept at tailoring their language to particular groups. *d)* Are good in engaging groups mentally and emotionally.

*b)* Make extensive use of stories to make their points.

The "S" in SARA refers to: *a)* Stress *b)* Shock *c)* Situational *d)* Systems

*b)* Shock

*T/F* Charisma is probably more a function of the leader's personal characteristics than of the followers' reactions to a leader.

False

*T/F* Charismatic leaders are always controversial.

False

*T/F* It is easier to drive change when followers are satisfied.

False

*T/F* The D and M components of the change model are the hardest for leadership practitioners to accomplish.

False

*T/F* The rational approach provides leaders with a siloed thinking process on how to drive change.

False

*T/F* A personalized leadership style seems to be responsible for the feelings of empowerment.

True

*T/F* According to the text, the rational and emotional approaches are the two major ways to drive organizational change.

True

*T/F* Bass's theory of transformational and transactional leadership is based on surveys and correlational studies.

True

*T/F* Charismatic leaders are thought to possess superhuman qualities or powers of divine origin that sets them apart from ordinary mortals.

True

*T/F* Charismatic leaders recognize the shortcomings of a present order and offer an imaginative vision to overcome them.

True

*T/F* Emotions are often the fuel driving large-scale initiatives for change.

True

*T/F* Leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness in siloed thinking.

True

*T/F* Leaders think about organizations as an interlocking set of processes and procedures when they use a systems thinking approach.

True

*T/F* Transactional leadership is very common but tends to be transitory.

True

In this stage of coping with change, you start to question whether the company really knew what it was doing by letting you go and perhaps rationalize that they will probably be calling you back: *a)* Acceptance *b)* Rejection *c)* Anger *d)* Shock

b)* Rejection

Which of the following statements about transformational leaders is *true*? *a)* They are inherently future-oriented. *b)* Their vision is based solely on their own values. *c)* They sometimes take credit for others' accomplishments. *d)* They tend to be emotionally expressive.

*a)* They are inherently future-oriented.

In general, which is the first step that leaders can take to increase follower dissatisfaction levels? *a)* To determine just how satisfied followers are with the current situation. *b)* To talk about potential competitive, technology or employee concerns about the status quo. *c)* To capitalize on some type of financial or political crisis. *d)* To create some type of benchmark against other organizations.

*a)* To determine just how satisfied followers are with the current situation.

Persons derive authority because of their exemplary characteristics in the: *a)* Charismatic authority system *b)* Traditional authority system *c)* Legal-rational authority system *d)* Legal authority system

*a)* Charismatic authority system

According to Bass, transformational leaders: *a)* Possess good visioning *b)* Motivate followers by setting goals *c)* Promise rewards for desired performance *d)* Perpetuates the status quo

*a)* Possess good visioning

What is the underlying cause for a huge percentage of failures of change initiatives? *a)* The leader's inability or unwillingness to address culture and capabilities issues. *b)* Leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness. *c)* The leader does not have a compelling vision or fails to motivate others to do something different. *d)* Top leaders may fail to demonstrate empathy and listening skills.

*a)* The leader's inability or unwillingness to address culture and capabilities issues.

When followers are afraid of losing power, a leader's response to this fear would be: *a)* To coach, mentor, train, peer coach, use job aids and so forth. *b)* To demonstrate empathy and have good listening skills. *c)* To help employees build new relationships before change occurs or soon thereafter *d)* To design and implement a new reward system to support change initiative.

*b)* To demonstrate empathy and have good listening skills.

Which of the following statements is *false*? *a)* A vision helps the organization make choices about what it should and should not do. *b)* A vision statement does not have to be a solo effort on the part of the leader. *c)* A vision is the final destination for an organization. *d)* Often times leaders will work with a team of followers to craft a vision statement.

*c)* A vision is the final destination for an organization.

The _____ authority system is associated with leaders thought to possess divine or superhuman qualities. *a)* Traditional *b)* Legal-rational *c)* Charismatic *d)* Personalized

*c)* Charismatic

Charismatic leaders tend to be: *a)* Extremely smart *b)* Data-driven *c)* Emotionally expressive *d)* Fairly introverted

*c)* Emotionally expressive

The FFM personality dimension of agreeableness most strongly correlates with which component of transformational leadership? *a)* Inspiring trust *b)* Visionary thinking *c)* Empowering others *d)* High impact delivery

*c)* Empowering others

In this type of leadership, the MLQ assesses the extent to which leaders avoid responsibilities, fail to make decisions, are absent when needed or fail to follow up on requests. *a)* Bureaucratic *b)* Autocratic *c)* Laissez-faire *d)* Democratic

*c)* Laissez-faire

Which of following is not a common form of resistance to change? *a)* Loss of power *b)* Loss of competence *c)* Loss of charisma *d)* Loss of rewards

*c)* Loss of charisma

The "M" in the rational change formula represents: *a)* Money *b)* Manpower *c)* Model *d)* Motivation

*c)* Model

According to the research on charismatic leadership, which of the following characteristics would fall in the leader category in the L-F-S interactional framework? *a)* Crises *b)* Feelings of empowerment *c)* Rhetorical skills *d)* Task interdependence

*c)* Rhetorical skills

Leaders should think about the organization as a set of interlocking systems in: *a)* Reframing *b)* Siloed thinking *c)* System thinking approach *d)* Resistance

*c)* System thinking approach

According to Beer's model for organizational change formula, C=DxMxP>R, what does "C" stand for? *a)* The amount of coordination *b)* The type of coordination *c)* The amount of change *d)* The type of change

*c)* The amount of change

What is probably the most important and overlooked situational variable that affects charismatic leadership? *a)* Task *b)* Stability *c)* Time *d)* Innovation

*c)* Time

Usually the first people to realize that a change initiative needs to be implemented are the organization's: *a)* First-line supervisors *b)* Middle managers *c)* Top leaders *d)* Individual contributors

*c)* Top leaders

This leadership serves to change the status quo by appealing to followers' values and their sense of higher purpose. *a)* Supportive *b)* Transactional *c)* Transformational *d)* Participative

*c)* Transformational

According to Beer's model for organizational change, leaders can increase the amount of change by *a)* Increasing the amount of resistance in followers *b)* Decreasing the level of dissatisfaction *c)* Having no change plan *d)* Increasing the clarity of vision

*d)* Increasing the clarity of vision

Transactional leadership: *a)* Occurs when a person possesses authority not because of tradition, but because of the laws that govern the position occupied. *b)* Serves to change the status quo by appealing to followers' values and their sense of higher purpose. *c)* Occurs when the traditions of society dictate who has authority and how this authority can be used. *d)* Occurs when leaders and followers are in some type of exchange relationship in order to get needs met.

*d)* Occurs when leaders and followers are in some type of exchange relationship in order to get needs met.

According to research, the leader's vision is: *a)* Consistent with current realities *b)* Usually presented in written form so subordinates can study it *c)* Often depressing (in the short run) for the subordinates who must change their view *d)* Often a collaborative effort

*d)* Often a collaborative effort

Which of the following is perhaps the most important situational factor associated with charismatic leadership? *a)* Innovation *b)* Task interdependence *c)* Organizational downsizing *d)* Presence/absence of crisis

*d)* Presence/absence of crisis

This component of the change model is where the change initiative becomes tangible and actionable because it consists of the development and execution of the change plan: *a)* Amount of change *b)* Dissatisfaction *c)* Resistance *d)* Process

*d)* Process

Management skills are important for: *a)* Coaching followers on how to do things differently. *b)* Determining a new vision for the organization. *c)* Increasing dissatisfaction. *d)* Reviewing progress on change plans.

*d)* Reviewing progress on change plans.

The type of thinking that occurs when leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness is known as: *a)* Systems thinking *b)* Reframing *c)* Resistance *d)* Siloed thinking

*d)* Siloed thinking

According to the MLQ, which leadership type is a significantly better predictor of organizational effectiveness as compared to the others? *a)* Autocratic *b)* Transactional *c)* Laissez-faire *d)* Transformational

*d)* Transformational