chapter 11- ethics

A _____-based culture encourages employees to express concerns, bring up ethical issues, and take a proactive approach toward resolving conflicts. a. values b. profits c. consumers d. shareholders e. stakeholders

a

Ethical leadership should be based on a. holistic thinking that embraces the complex issues facing firms every day. b. a strong shareholder desire for profits. c. the opinions of a leader who defines success in terms of group gratification. d. short-term thinking that looks at the firm's health on a day-to-day basis. e. people who embrace a transactional style of leadership.

a

_____ is the ability or authority to guide and direct others toward a goal. a. Leadership b. Collaboration c. Democracy d. Transparency e. Pacesetting

a

These leaders are characterized as having superficial charm, no conscience, grandiose self-worth, little or no empathy, and enjoy flouting rules. a. Unethical leaders b. Psychopathic leaders c. Apathetic leaders d. Pacesetting leaders e. Charismatic leaders

b

This occurs when leaders and followers share the same vision, ethical expectations, and objectives for the company. a. Groupthink b. Leader-follower congruence c. Group polarization d. Values-based culture e. Ethical leadership

b

From an ethical standpoint, leaders should take time during this step of the RADAR model to fix any weaknesses in the ethics program and develop improved ways of detecting misconduct. a. Detect b. Answer c. Recovery d. Avoid e. Recognize

c

Sherry's leadership style often creates a negative working climate because of the high standards she sets. Sherry is most likely a(n) _____ leader. a. autocratic b. democratic c. pacesetting d. empathetic e. coercive

c

The _____ of an organization can influence the acceptance of and adherence to organizational norms and values. a. nation of origin b. locus of control c. leadership style d. production methods e. opportunity

c

A fundamental problem in traditional personal character development is that specific vales are used to teach about a philosophy, which may be inappropriate where cultural diversity and privacy must be respected. A solution is a. to teach more general values to develop a set of basic beliefs. b. to ignore moral philosophies and to train solely based on the organization's code of conduct. c. to teach completely different values and skills in different cultural environments. d. to teach individuals intellectual skills that address the complexities of ethical issues in business. e. to teach individuals the literary canons of the major philosophers from both western and eastern religions.

d

_____ provide(s) important guidelines for employees on how to act in different situations. a. Leader-exchange theory b. Small group communication c. Interpersonal communication d. Codes of ethics e. Leader-follower congruence

d

A coaching leader builds a positive climate by a. valuing people, their emotions, and their needs. b. focusing on communication across all layers of the organization. c. inspiring employees to follow their departmental leaders without question. d. focusing on achievement, initiative, and self-control. e. developing skills for success, delegating responsibility, and issuing challenging assignments.

e

When managers overlook or stifle the importance of core values in their business decisions, this is known as a. Leader-follower congruence b. Groupthink c. Institutionalization d. Group polarization e. Normative myopia

e

Paralanguage includes gestures, facial expressions, proximity, time, and dress. a. True b. False

f

Unlike transformational leaders, transactional leaders do not positively influence the corporate culture. a. True b. False

f

Apathetic leaders are not necessarily unethical. a. True b. False

t

Employee empowerment is an essential component of a values-based organizational culture. a. True b. False

t

Ethical leaders should take a holistic view of the firm's ethical culture. a. True b. False

t

Former Sunbeam CEO Al Dunlap, known as "Chainsaw Al," had a reputation for aggressive tactics and cutting the workforce. He most likely had a competing style of management. a. True b. False

t

Gossip, manipulation, playing favorites, and taking credit for another's work are all examples commonly associated with a. organizational politics b. political skills c. competitiveness d. groupthink e. ethical conflict

a

The four categories of communication include all of the following except a. reporting b. small group communication c. nonverbal communication d. interpersonal communication e. listening

a

These leaders produce employees who achieve a negotiated level of performance, including compliance with ethical and legal standards. a. Transactional b. Coercive c. Transformational d. Compromising e. Authentic

a

This step of the RADAR model involves responding to the discovery of an ethical dilemma through communication both internally and externally. a. Answer b. Recover c. Recognize d. Avoid e. Detect

a

Which of the following is NOT something ethical leaders do? a. Wait for ethical problems to arise b. Identify potential risks c. Identify emerging risks d. Model the organization's values e. Develop processes to deal with risk

a

Which of the following is not a characteristic of authentic leaders? a. They negotiate for desired levels of performance. b. They align employees behind a common vision. c. They are passionate about the firm. d. They are concerned with stakeholders' interests. e. They display principle-centered power.

a

_____ leaders are passionate about the company, live out corporate values daily in their behavior in the workplace, and form long-term relationships with employees and other stakeholders. a. Authentic b. Coaching c. Transformational d. Transactional e. Pacesetter

a

Which one of the following is not true about feedback? a. Most companies recognize the need for organizational leaders to provide feedback to employees. b. Most companies recognize the need for organizational leaders to get feedback from their employees. c. Feedback can occur through informal methods like a simple conversation or through more formal systems such as employee performance evaluations. d. Employee feedback can be generated in many different ways, including interviews, anonymous surveys, ethical audits, and websites. e. Negative feedback is important to inform employees of weaknesses and provide constructive ways for improving them.

b

Which two steps of the RADAR model occur when a firm is faced with an ethical conflict or dilemma? a. Recognize & Avoid b. Answer & Recover c. Detect & Avoid d. Answer & Detect e. Recover and Detect

b

_____ can be used to promote organizational goals and help rather than hinder other employees. a. Office politics b. Political skills c. Ethical conflict d. Democracy e. Coercion

b

How can ethical leaders mitigate power differences with workers? a. Using political skills b. Through workplace politics c. Implementing codes of conduct d. Through frequent communication e. Conducting ethics audits

d

Leaders having a(n) _____ conflict management style are highly assertive and not very cooperative. a. accommodating b. avoiding c. collaborating d. competing e. compromising

d

Many managers are reluctant to engage in this step of the RADAR model because they fear doing so will uncover questionable conduct that could put the firm in an unfavorable light. a. Avoid b. Recover c. Answer d. Detect e. Recognize

d

The _____ leader demands instantaneous obedience and focuses on achievement, initiative, and self-control. a. democratic b. coaching c. affiliative d. coercive e. pacesetting

d

The acronym RADAR stands for a. Recognize, Answer, Discourage, Avoid, and Recover b. Recognize, Answer, Detect, Avoid, and Recover c. Recover, Answer, Discourage, Avoid, and Recognize d. Recognize, Avoid, Discover, Answer, and Recover e. Recover, Avoid, Detect, Answer, and Recognize

d

The most effective leaders possess the ability to manage themselves and their relationships with others effectively, a skill known as a. conflict management. b. group theory. c. collaboration. d. emotional intelligence. e. leader-follower theory.

d

_____ is a two-way process in which the communicator communicates with superiors and subordinates. a. Cooperation b. Transparency c. Leader-follower congruence d. Reporting e. Collaboration

d

After massive recalls due to a floor mat problem, Toyota released feel-good commercials and developed better quality standards to regain its quality image. What stage in RADAR was Toyota engaging in? a. Recognize b. Avoid c. Discover d. Answer e. Recover

e

Leaders with a(n) _____ conflict management style desire to meet the needs of stakeholders and strongly adhere to organizational values and principles. a. avoiding b. competing c. compromising d. accommodating e. collaborating

e

Strong ethical leaders have a passion for all of the following except to a. do the right thing. b. be proactive c. consider stakeholder interests d. be role models for the organization and its employees. e. satisfy shareholders before other stakeholder groups.

e

The _____ leader can create a negative climate because of the high standards that he or she sets. This style works best for attaining quick results from highly motivated individuals who value achievement and take initiative. a. authoritative b. affiliative c. democratic d. coaching e. pacesetting

e

_____ are a primary influence on employee's ethical behavior because they are role models for the organizations' values. a. Friends b. Parents c. Peers d. Coworkers e. Leaders

e

Which of the following is true about ethical leadership? a. It is a foundational requirement for impacting the long-term valuation of the firm. b. It is necessary for the firm to achieve profitability to satisfy shareholders. c. It maintains a short-term orientation to ethical decision making. d. It requires ethical leaders to have charismatic personalities. e. It usually avoids transactional leadership.

a

Which of the following types of leaders have a strong influence on coworker support and building an ethical culture through increasing employee commitment and fostering motivation? a. Transformational leaders b. Transactional leaders c. Coercive leaders d. Pacesetting leaders e. Authoritative leaders

a

_____ claims that leaders form unique relationships with followers through social interactions. a. Leader-follower congruence b. Leader-exchange theory c. Normative myopia d. Emotional intelligence theory e. Conflict management

b

Group polarization a. occurs when one or more group members feel pressured to conform to the group's decision even if they personally disagree. b. occurs when two or more groups interact with one another on an informal basis. c. is when a group is more likely to move toward a more extreme position than members might have done individually. d. sets up a number of independent groups to work on opposing sides of an issue. e. assigns each team member as a "critical evaluator" with the responsibility to express opinions and objections freely.

c

Leaders having an accommodating conflict management style are a. highly assertive and not very cooperative. b. not effective because they avoid conflict at any costs - even if it leads to misconduct. c. highly cooperative but non-assertive. d. in between the assertiveness and cooperativeness dimensions. e. cooperative and assertive.

c

This occurs when there are two or more positions on an ethical decision. a. Ethical leadership b. Competing leadership c. Ethical conflicts d. Empowerment e. Interpersonal communication

c

Which of the following attributes are necessary for ethical communication? a. Stakeholder compassion and reporting b. Proactivity and transparency c. Transparency and reporting d. Passion and dedication e. Passion and collaboration

c

Which of the following is one of the seven habits of strong ethical leaders? a. Adequate compensation b. Good employees c. The passion to do right d. Charisma e. A great education

c

Which of the following types of leaders attempts to create employee satisfaction through bartering or negotiating for desired behaviors or level of performance? a. Pacesetting leaders b. Coercive leaders c. Transactional leaders d. Transformational leaders e. Affiliative leaders

c

Which type of leader relies on participation and teamwork to reach collaborative decisions? a. Transformational b. Coercive c. Democratic d. Coaching e. Pacesetting

c

_____ leaders communicate a sense of mission, stimulate new ways of thinking, and enhance as well as generate new learning experiences. a. Authentic b. Democratic c. Transformational d. Transactional e. Cooperative

c

_____ occurs when one or more group members feel pressured to conform to the group's decision even if they personally disagree. a. Group polarization b. Leader-follower congruence c. Groupthink d. Normative myopia e. Conflict

c

What is not a necessity for strong ethical leaders to make good decisions? a. Pertinent information b. Courage c. Experience making the right decisions d. Knowledge e. The ability to coerce subordinates

e

Which leadership type values people, their emotions, and their needs and relies on friendship and trust to promote flexibility, innovation, and risk taking? a. Authoritative leadership b. Coaching leadership c. Pacesetting leadership d. Coercive leadership e. Affiliative leadership

e