Transformational and Charismatic Leadership

d. members of a person's network.

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

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

10. A vision deals mostly with 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.

a. have different levels of brain activity.

11. Brain research about visions suggests that visionaries in contrast to non-visionaries, a. have different levels of brain activity. b. are less intelligent. c. have less capacity for visual processing. d. show less brain activity.

b. Become the ultimate relationship marketer of products and services for women.

12. Which of the following would most likely be a vision for Avon Products? a. Get more men to purchase our products. b. Become the ultimate relationship marketer of products and services for women. c. Increase sales to underdeveloped countries by 5 percent per year. d. Develop five new products per year.

d. inspiring group members.

13. Charismatic leaders use visions for the important purpose of a. keeping team members in line. b. conducting transactions with people. c. celebrating accomplishments. d. inspiring group members.

c. Studying historical precedents

14. Which one of the following is not particularly recommended as a method of formulating a vision? a. Searching out vision statements formulated by others b. Gathering input on what might delight group members c. Studying historical precedents d. Using your intuition about developments in your field

b. tell fascinating stories about the company to employees.

15. To apply "management by storytelling," the leader should a. tell stories about unsuccessful competitors. b. tell fascinating stories about the company to employees. c. reward and punish group members based on anecdotal evidence. d. evaluate morale based on anecdotal evidence.

b. inspire team members.

16. Charismatic leaders use metaphors and analogies primarily to a. convince group members that they are confident. b. inspire team members. c. craft an articulate and highly emotional message. d. gear language to different audiences.

a. attract people to him or her.

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

d. connect with the goals and dreams of constituents.

18. An effective vision should a. replace the company goal-setting system. b. focus on day-to-day responsibilities instead of the future. c. fulfill the dreams of the leader. d. connect with the goals and dreams of constituents.

a. "Hello Salvatore, good to see you again."

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

a. relationship between the leader and the group members.

2. A key point about charisma is that it is a(n) a. relationship between the leader and the group members. b. substitute for leadership skill. c. exploitation of group members. d. characteristic of democratic leaders.

d. studies his basket of personal strengths.

20. Max wants to develop a personal brand, so he a. develops a second identity on the Internet. b. attempts to wear as much clothing of the same brand as feasible. c. give himself a nick name such as "Corporate Warrior Max." d. studies his basket of personal strengths.

d. emphasize rewards for good performance.

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

d. to look beyond self-interest.

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

b. Help people understand the need for change.

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

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

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

a. low standing on moral reasoning

25. Which one of the following is the least typical characteristic of a transformational leader? a. low standing on moral reasoning b. encouraging personal development of staff c. practicing empowerment d. charisma

a. was positively associated with a group of criteria.

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

c. feel more potent, leading to better performance.

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

a. tend to intensely like or dislike leaders.

28. The concept of leadership polarity suggests that group members a. tend to intensely like or dislike leaders. b. prefer opposite traits in the same leader. c. prefer leaders much like themselves. d. prefer leaders quite opposite to themselves.

d. perceived as charismatic because of their accomplishments.

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

d. impression management.

3. Charismatic leaders are likely to cultivate relationships with group members by means of a. threats of punishment for noncompliance. b. deliberately appearing manipulative and unforgiving. c. revealing their true selves to others. d. impression management.

c. group members sometimes follow a charismatic leader down an unethical path.

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

c. extraordinary levels of devotion, identification, and emulation are aroused in group members.

4. We know that charismatic leadership has taken place when a. group members feel manipulated even though the cause is important. b. the leader feels good about his or her accomplishments. c. extraordinary levels of devotion, identification, and emulation are aroused in group members. d. the leader is highly accepted by group members and superiors.

a. further his or her own interests.

5. The personalized charismatic leader uses power to a. further his or her own interests. b. benefit others. c. heal organizational wounds. d. divinely inspire others.

b. makes major changes in the organization.

6. A transformational leader is one who 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.

b. being emotionally expressive and warm.

7. A vitally important part of being a charismatic leader is 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.

d. being willing to use unconventional strategies.

8. Charismatic leaders are characterized as a. having considerable internal conflict. b. creating distrust among constituents. c. minimizing risks. d. being willing to use unconventional strategies.

d. challenge, prod, and poke other people.

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