OB13_TIF13
Chapter 13 Contemporary Issues in Leadership
MULTIPLE CHOICE
Inspirational Approaches to Leadership
1. _____ is a way to use language to manage meaning.
a. Framing
b. Influencing
c. Highlighting
d. Trust
e. Paralinguistics
(a; Easy; Framing; p. 412)
2. Who was the first scholar to discuss charismatic leadership?
a. Bernard Bass
b. Fred Fiedler
c. Max Weber
d. Robert House
e. None of the above
(c; Moderate; Charismatic Leadership: p. 413)
3. Who was the first researcher to consider charismatic leadership in terms of OB?
a. Bernard Bass
b. Fred Fiedler
c. Max Weber
d. Robert House
e. None of the above
(d; Moderate; Charismatic Leadership: p. 413)
4. Which of the following is not a characteristic of charismatic leaders?
a. They have a vision and the ability to articulate the vision.
b. They have behavior that is unconventional.
c. They are willing to take high personal risk.
d. They exhibit behaviors that are consistent with their followers’ behaviors.
e. All of the above are true.
(d; Challenging; Characteristic Of Charismatic Leaders; p. 413) {AACSB: Analytic Skills}
5. The author of the text discusses CNN co-founder Ted Turner in order to _____.
a. illustrate the claim that introverted individuals can still demonstrate charisma
b. support the argument that charisma is a learned, rather than inherited, trait
c. demonstrate how media attention can influence the public’s perception of a leader
d. emphasize the importance of humility for effective leadership
e. provide an example of a bold and colorful charismatic leader
(e; Moderate; Charismatic Leadership; p. 414)
6. According to one of the authors, a person can learn to become more charismatic by displaying all
of the following characteristics except _____.
a. maintaining an optimistic view
b. creating a bond that inspires others to follow
c. communicating information only with a select group of close advisors
d. bringing out the potential in followers by tapping into their emotions
e. using a captivating and engaging tone of voice
(c; Easy; Charismatic Leadership; p. 414) {AACSB: Analytic Skills}
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7. One of the authors suggests that very charismatic leaders are likely to _____.
a. invoke high performance among followers
b. focus organizational visions around present accomplishments
c. motivate followers to become more extroverted
d. avoid media attention regarding their achievements
e. encourage women protégés to seek leadership positions
(a; Moderate; Charismatic Leadership; p. 414) {AACSB: Analytic Skills}
8. What is a charismatic nonverbal characteristic that undergraduate business students were trained
to evoke?
a. avoiding direct eye contact
b. having a rigid posture
c. leaning away from subjects
d. pacing
e. sitting with feet up on the desk
(d; Moderate; Nonverbal Characteristic Of Charismatic Leaders; p. 414) {AACSB: Analytic Skills}
9. What is a characteristic of a vision?
a. It imprints on followers an overarching goal.
b. It is a formal articulation of a mission.
c. It is a strategy for how to run a business.
d. It is short- or long-term.
e. It links the present with a better future.
(e; Moderate; Vision; p. 415) {AACSB: Analytic Skills}
10. What is a step in the process of influencing followers?
a. communicating high performance expectations
b. creating a mission statement
c. engaging in conventional behavior to demonstrate leadership
d. expressing nonverbal cues of courage
e. using imagery to induce emotion
(a; Moderate; How Charismatic Leaders Influence on Followers; p. 415) {AACSB: Analytic Skills} 11. Based on information given in the text, which of the following most likely represents a situation
where charismatic leadership is not needed?
a. A business is facing the introduction of a radically new product.
b. A business is in its infancy.
c. A business is operating during a time of war.
d. A business is succeeding due to several years of strong market leadership.
e. A business is in the throes of a hostile takeover.
(d; Moderate; Charismatic Leadership; p. 416) {AACSB: Analytic Skills}
12. When is a vision likely to fail?
a. if the vision has powerful imagery
b. if the vision is challenging
c. if the vision is for the future of the organization and its members
d. if the vision is seen as unattainable
e. if the vision reflects the uniqueness of the organization
(d; Challenging; Vision; p. 416) {AACSB: Analytic Skills}
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13. Charisma appears to be most successful when the follower’s task has an ideological com ponent
or when the environment involves ________.
a. a high degree of satisfaction or performance
b. a high degree of stress and uncertainty
c. a low degree of competition or individualism
d. a low degree of complacency or acceptance
e. a low degree of social networking or socialization
(b; Moderate; Charismatic Leadership; p. 416)
14. Who would have the most difficult time defining visions for their followers and aligning them with
the larger goals of the organization as a whole?
a. a chief executive of a company
b. a upper-level manager
c. a middle-level manager
d. a lower-level manager
e. All leaders have equal difficulty.
(d; Moderate; Vision; p. 417)
15. Charismatic leaders who have completely blurred the boundary that separates their personal
interests from their organization’s interes ts often surround themselves with what type of people?
a. con artists
b. questioning people
c. trusting people
d. unethical people
e. yes-people
(e; Moderate; Charismatic Leaders and Self-Interest; p. 417)
16. Leaders who have individual capability, team skills, managerial competence, the ability to
stimulate others to high performance, and a blend of personal humility and professional will are called ________.
a. great leaders
b. level-5 leaders
c. superleaders
d. transactional leaders
e. transformational leaders
(b; Moderate; Level-5 Leaders; p. 418)
17. According to the text, the two dominant contemporary theories of leadership focus predominantly
on _____.
a. transformational and transactional leaders
b. charismatic and transcendent leaders
c. compelling and transformational leaders
d. mentoring and self-leaders
e. acting and reacting leaders
(a; Easy; Transformational and Transactional Leaders; p. 418) {AACSB: Analytic Skills}
18. The type of leader who guides or motivates his or her followers in the direction of established
goals by clarifying role and task requirements is known as a _____leader.
a. transactional
b. charismatic
c. transformational
d. transcendent
e. actuarial
(a; Easy; Transactional Leaders; p. 418)
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19. The text implies that the type of leader likely to have the most profound effect on his or her followers is
the _____ leader.
a. educational
b. transformational
c. actuarial
d. transcendent
e. transactional
(b; Easy; Transformational Leaders; p. 418)
20. The authors suggest that transactional and transformational leadership should be viewed as _____.
a. equivalent to charismatic leadership
b. opposing approaches to accomplishing goals
c. subcomponents of situational leadership
d. the building blocks of charismatic leadership
e. complementary forms of leadership
(e; Challenging; Transformational and Transactional Leaders; p. 419)
21. What is a characteristic of a transactional leader?
a. idealized influence
b. individualized consideration
c. inspirational motivation
d. intellectual stimulation
e. management by exception
(e; Challenging; Transactional Leader; p. 419) {AACSB: Analytic Skills}
22. What is considered both the least passive and most effective of the leader behaviors?
a. contingent reward
b. idealized influence
c. individualized consideration
d. inspirational motivation
e. laissez-faire
(b; Challenging; Full Range of Leadership Model; p. 420){AACSB: Analytic Skills}
23. Contrary to the full range of leadership model, ________ is sometimes more effective than
transformational leadership.
a. contingent reward leadership
b. idealized influence leadership
c. individualized consideration leadership
d. inspirational motivation leadership
e. laissez-faire leadership
(b; Challenging; Evaluation of Transformational Leadership; p. 421)
24. Who argues that transformational leadership is broader than charisma and that charisma, by itself,
is insufficient to “account for the transformational process”?
a. Bernard Bass
b. Fred Fiedler
c. Max Weber
d. Robert House
e. none of the above
(a; Moderate; Transformational Leadership versus Charismatic Leadership; p. 421)
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Authentic Leadership: Ethics and Trust Are the Foundation of Leadership
25. The text implies that authentic leaders are _____.
a. intelligent but often not highly motivated
b. usually over-qualified for their positions
c. more outgoing than non-authentic leaders
d. Machiavellian in their approach to achieving goals
e. most likely to behave in an ethical manner
(e; Moderate; Authentic Leaders; p. 422) {AACSB: Ethical Reasoning}
26. _____ are considered to use their charisma in a socially constructive way to serve others.
a. Contingent reward leaders
b. Ethical leaders
c. Idealized influence leaders
d. Transformational leaders
e. Trusted leaders
(b; Challenging; Ethics and Leadership; p. 423) {AACSB: Ethical Reasoning}
27. Since upper management sets an organization’s moral tone, what else must they also do?
a. set lower standards
b. live up to higher ethical standards
c. punish a lack of integrity
d. negatively reinforce loyalty
e. address the ends of achieving goals
(b; Challenging; Ethics and Leadership; p. 423) {AACSB: Ethical Reasoning}
28. According to the text, which of the following is not a dimension of trust?
a. integrity
b. loyalty
c. consistency
d. determination
e. competence
(d; Moderate; Key Dimensions of Trust; p. 424) {AACSB: Analytic Skills}
29. _____ refers to honesty and truthfulness.
a. Integrity
b. Humility
c. Valor
d. Reliability
e. Machiavellianism
(a; Easy; Key Dimensions of Trust; p. 424)
30. The text suggests that which of the following is most likely to affect the building of trust within a
relationship?
a. integrity
b. loyalty
c. consistency
d. openness
e. adaptability
(a; Moderate; Key Dimensions of Trust; p. 424)
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31. _____ is the dimension of trust that encompasses an individual’s technical and interpers onal
knowledge and skills.
a. Idealism
b. Competence
c. Will
d. Motivation
e. Adaptation
(b; Easy; Key Dimensions of Trust; p. 424)
32. The characteristics of reliability, predictability, and good judgment in handling situations make up
the dimension of trust known as _____.
a. uniformity
b. consistency
c. competence
d. integrity
e. adaptation
(b; Moderate; Key Dimensions of Trust; p. 424)
33. _____ is the willingness to protect and save face for another person.
a. Integrity
b. Consistency
c. Loyalty
d. Reliability
e. Aptitude
(c; Moderate; Key Dimensions of Trust; p. 424)
34. _____ is the dimension of trust that refers to the degree to which you can rely on a person to tell
you the full truth.
a. Confidence
b. Wisdom
c. Optimism
d. Openness
e. Virtue
(d; Easy; Key Dimensions of Trust; p. 424)
35. Trust and trustworthiness affect a leader’s access to _____.
a. dedication and achievement
b. persuasion and control
c. power and influence
d. knowledge and cooperation
e. all of the above
(d; Moderate; Trust and Leadership: p. 424)
36. When followers trust a leader, they _____.
a. are making a gamble
b. are willing to be vulnerable to the leader’s actions
c. have subconsciously evaluated each of the five factors of trust
d. are concurring with all the values that the leader holds
e. all of the above
(b; Moderate; Trust and Leadership: p. 424) {AACSB: Analytic Skills}
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37. The most fragile relationships are contained in _____-based trust.
a. reward
b. deterrence
c. knowledge
d. identification
e. supposition
(b; Moderate; Deterrence-Based Trust; p. 425)
38. The new manager-employee relationship is an example of _____ trust.
a. reward-based
b. deterrence-based
c. knowledge-based
d. identification-based
e. supposition-based
(b; Moderate; Deterrence-Based Trust; p. 425)
39. Most modern organizational relationships are rooted in _____ trust.
a. reliance-based
b. dependence-based
c. knowledge-based
d. identity-based
e. virtue-based
(c; Moderate; Knowledge-Based Trust; p. 425)
40. The highest level of trust is exhibited in _____ trust.
a. reward-based
b. deterrence-based
c. knowledge-based
d. identification-based
e. virtue-based
(d; Moderate; Identification-Based Trust; p. 426)
41. According to the text, which of the following types of trust involves the most minimal controls?
a. Reward-based trust
b. Deterrence-based trust
c. Knowledge-based trust
d. Identification-based trust
e. Attribute-based trust
(d; Moderate; Identification-Based Trust; p. 426)
42. Which of the following most likely exemplifies a relationship of identification-based trust?
a. A woman discovers that she has a great deal in common with an acquaintance who comes
from a similar family background.
b. A boss rewards his employees for achieving company objectives ahead of schedule.
c. A family hires a nanny for their children based on positive references from several friends.
d. Two business partners have worked together for many years and rely on each other to make
decisions on behalf of the business.
e. A stranger assists another individual in repairing a flat tire and requests no compensation. (d; Moderate; Identification-Based Trust; p. 426) {AACSB: Analytic Skills}
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43. In the modern work world, where higher-level trust has been largely destroyed because of broken
promises, it is likely to be replaced with _____ trust.
a. reliance-based
b. dependence-based
c. knowledge-based
d. identity-based
e. virtue-based
(c; Moderate; Knowledge-Based Trust; p. 427)
44. The basic principles of trust include all the following except _____.
a. mistrust drives out trust
b. trust encourages unconventional behavior
c. growth often masks mistrust
d. decline tests the highest levels of trust
e. All of the above are basic principles of trust.
(b; Easy; Basic Principles of Trust; p. 427) {AACSB: Analytic Skills}
Contemporary Leadership Roles
45. A ____ is a senior employee who sponsors and supports a less experienced employee.
a. mentor
b. facilitator
c. leader
d. manager
e. protégé
(a; Easy; Mentor; p. 428)
46. Which of the following is not a function of a mentor?
a. lobbying for visible assignments
b. counseling to help bolster self-confidence
c. evaluating performance
d. coaching to help develop skills
e. acting as a role model
(c; Moderate; Functions of Mentors; p. 428) {AACSB: Analytic Skills}
47. A self-leader is someone who _____.
a. understands the motivations of his or her superiors
b. no longer depends on formal leadership for direction and motivation
c. relies on others to a great extent
d. has difficulty following the leadership of others
e. learned leadership skills through independent study
(b; Moderate; Self-Leadership; p. 430)
Challenges to the Leadership Construct
48. The _____ theory of leadership has shown that people characterize leaders as having such traits
as intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness.
a. fundamental
b. attribution
c. perception
d. organizational
e. contingency
(b; Moderate; Attribution Theory of Attribution; p. 432)
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49. According to the attribution t heory of leadership, the key to being characterized as an “effective
leader” is projecting the ____ of being a leader rather than focusing on _____.
a. appearance; actual accomplishments
b. image; overcoming challenges
c. facade; reality
d. look; events
e. attributes; substance
(a; Easy; Attribution Theory of Attribution; p. 433)
50. _____ make it impossible for leader behavior to make any difference to follower outcomes.
a. Substitutes
b. Neutralizers
c. Higher level leaders
d. Deterrents
e. All of the above
(b; Moderate; Neutralizers of Leadership; p. 434)
51. Organizational characteristics that can be substitutes for leadership include all of the following
except _____.
a. explicit formalized goals
b. rigid rules and procedures
c. cohesive work groups
d. mentor relationships
e. All of the above can be substitutes for leadership.
(d; Easy; Substitutes for Neutralizers of Leadership; p. 435) {AACSB: Analytic Skills}
Finding and Creating Effective Leaders
52. According to the text, which of the following skills should be included in leadership training?
a. vision creation
b. trust building
c. situational analysis
d. all of the above
e. none of the above
(d; Easy; Training Leaders; p. 436)
TRUE/FALSE
Inspirational Approaches to Leadership
53. According to charismatic leadership theory, followers make attributions of heroic leadership
abilities when they observe certain behaviors.
(True; Easy; Charismatic Leadership Theory; p. 413)
54. Most researchers have concluded that charisma is an innate trait.
(False; Moderate; Charismatic Leadership; p. 414)
55. Transformational leadership is built on top of transactional leadership.
(True; Moderate; Transformational and Transactional Leaders; p. 419)
56. There is an increasing body of research that shows impressive correlations between transactional
leadership and higher productivity, lower turnover rates, and higher employee satisfaction. (False; Moderate; Transformational and Transactional Leaders; p. 421)
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57. The key properties of a vision seem to be inspirational possibilities that are value centered,
realizable, with superior imagery, and articulation.
(True; Easy; Vision; p. 416)
58. Desirable visions transcend the times and circumstances and reflect the uniqueness of the
organization.
(False; Moderate; Vision; p. 416)
59. A vision is likely to fail if it doesn’t offer a view of the future that is clearly and demonstrably better
for the organization and its members.
(True; Easy; Vision; p. 416)
Authentic Leadership: Ethics and Trust are the Foundation of Leadership
60. Trust is a positive expectation that another will not – through words, actions, or decisions –act
altruistically.
(False; Moderate; Trust; p. 424)
61. The two most important elements of the definition of trust are that it implies familiarity and risk. (True; Moderate; Trust; p. 424)
62. The phras e “positive expectation” in the authors’ definition of trust refers to the inherent risk in any
trusting relationship.
(False; Moderate; Trust; p. 424)
63. An individual who displays the characteristic of openness can be relied upon to provide the full
truth.
(True; Moderate; Key Dimensions of Trust; p. 424)
64. Honesty is absolutely essential to leadership.
(True; Easy; Trust and Leadership: p. 425)
65. The three types of trust in organizational relationships are deterrence-based, information-based,
and identification-based.
(False; Easy; Types of Trust; p. 425)
66. Deterrence-based trust will work only to the degree that punishment is possible, consequences
are clear, and the punishment is actually imposed if the trust is violated.
(True; Moderate; Deterrence-Based Trust; p. 425)
67. Most new relationships begin on a basis of deterrence-based trust.
(True; Moderate; Deterrence-Based Trust; p. 425)
68. At the knowledge-based level, trust is broken by inconsistent behavior.
(False; Challenging; Knowledge-Based Trust; p. 426)
69. One of the basic principles of trust is that trust drives out mistrust.
(False; Easy; Basic Principles of Trust; p. 427)
70. One of the basic principles of trust is that growth often masks mistrust.
(True; Easy; Basic Principles of Trust; p. 427)
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Contemporary Leadership Roles
71. A protégé is a senior employee who sponsors and supports a less-experienced employee. (False; Easy; Protégé; p. 428)
72. The mentoring role includes coaching, counseling, and sponsorship.
(True; Moderate; Functions of Mentors; p. 428)
73. Minorities and women are less likely to be chosen as protégés than are white males.
(True; Moderate; Mentoring Relationships; p. 429) {AACSB: Multicultural and Diversity}
74. Self-leaders are also called “superleaders.”
(False; Challenging; Self-Leadership; p. 430)
75. The underlying assumptions behind self-leadership are that people are responsible, capable, and
able to exercise initiative without external constraints or regulations.
(True; Moderate; Self-Leadership; p. 431)
76. Training in self-leadership is crucial for the success of boss-managed teams.
(False; Moderate; Self-Leadership; p. 431)
77. Leadership research has been directed almost exclusively to face-to-face and verbal situations. (True; Moderate; Online Leadership; p. 431)
78. Online communication is unlikely to build or enhance and individual’s leadership effectiveness, but
it has the potential to undermine a great deal of what a leader has been able to achieve. (False; Moderate; Online Leadership; p. 432) {AACSB: Use of IT}
Challenges to the Leadership Construct
79. In many cases, leadership success or failure is just a matter of being in the right or wrong place at
a given time.
(True; Easy; Challenges to the Leadership Construct;p. 432)
Finding and Creating Effective Leaders
80. The interview is the primary tool available for identifying and selecting strong leaders.
(False; Easy; Selecting Leaders; p. 436)
81. For the most part, people are equally trainable.
(False; Easy; Training Leaders; p. 436)
82. There is evidence suggesting that behavioral training can increase an individual’s ability to exhibit
charismatic leadership qualities.
(True; Easy; Training Leaders; p. 437)
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SCENARIO-BASED QUESTIONS
Application of Charisma and Transactional and Transformational Leaders
You are an employee in a large organization. In this organization, there are two senior managers. The first of these mangers, John, prides himself on his ability to help his subordinates understand their roles in achieving company goals. He defines clear-cut steps for his subordinates to use in completing projects, and rewards them for using proven strategies. The second manager, Alan, feels that his role should be to provide individualized consideration and intellectual stimulation. His approach encourages creative problem solving and the development of new ideas. Most of the workers believe that both leaders are well trained, but Alan’s employees remark that Alan seems to have a special leadership quality that sets him apart from the other managers.
83. That special leadership quality that people notice when they work with Alan may be termed _____.
a. transformation
b. trust
c. charisma
d. framing
e. transaction
(c; Easy; Charisma; p. 413) {AACSB: Analytic Skills}
84. Based on the information given in the passage, John is most likely a(n) _____ leader.
a. transactional
b. emotion-based
c. transformational
d. transcendent
e. reactional
(a; Moderate; Transactional Leaders; p. 419) {AACSB: Analytic Skills}
85. In his role as manager, Alan most likely exhibits all of the following characteristics except _____.
a. instilling pride
b. using symbols to focus efforts
c. acting in his own best interests
d. promoting careful problem solving
e. treating each employee individually
(c; Moderate; Transformational Leaders; pp. 418-419) {AACSB: Analytic Skills}
86. Based on the information given in the passage, Alan is most likely a(n) _____ leader.
a. transactional
b. emotion-based
c. transformational
d. transcendent
e. reactional
(c; Moderate; Transformational Leaders; p. 419) {AACSB: Analytic Skills}
87. Based on the information given in the passage, Alan is most likely a(n) _____ leader.
a. transactional
b. emotion-based
c. transformational
d. transcendent
e. reactional
(c; Moderate; Transformational Leaders; p. 419) {AACSB: Analytic Skills}
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88. The passage implies which of the following about the effectiveness of the two managers’
leadership styles?
a. Alan and John are not effective leaders, because neither helps define the vision of the
organization.
b. Alan is a more effective leader than John, because he encourages creativity in his employees.
c. Alan and John are equally effective as leaders, because both employ transformational
leadership styles.
d. John is a more effective leader than Alan, because he encourages his employees to use
proven methods.
e. John is more effective than Alan at inspiring employees, while Alan is more effective than John
at achieving goals.
(b; Moderate; Transformational Leaders; p. 420) {AACSB: Analytic Skills}
Application of What is Trust?
You are the manager in charge of a work team. You realize that high performance teams are characterized by high mutual trust and it is your goal to make sure that your team has this high level of trust. You wish to use the recent research that has identified the five dimensions that underlie the concept of trust as your model.
89. To build trust within your work team, which of the following qualities should you focus on as the
highest priority?
a. openness
b. consistency
c. integrity
d. loyalty
e. intelligence
(c; Moderate; Key Dimensions of Trust; p. 424) {AACSB: Analytic Skills}
90. Certain members of your team are unpredictable and unreliable. Based on the information given
in the chapter, your team most likely needs help with which dimension of trust?
a. integrity
b. competence
c. consistency
d. loyalty
e. accountability
(c; Easy; Key Dimensions of Trust; p. 424) {AACSB: Analytic Skills}
91. All of the following are ways you can build trust within the work team except _____.
a. practicing openness
b. speaking your feelings
c. demonstrating your competence
d. keeping negative thoughts to yourself
e. showing loyalty to your team members
(d; Moderate; Key Dimensions of Trust; p. 424) {AACSB: Analytic Skills}
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Application of Trust: The Three Types of Trust
You are a veteran manager in your organization. In this role you are responsible for managing a broad range of employees. One employee, Susan, is new to the company. She has been working hard, but is still unsure of herself in her new role. Jack has been with the company for ten years, but only transferred into your department a year ago. You did not know Jack before, but you have been pleased with his performance, and your experience working with him during this year has shown that he is capable and efficient. Julia has been in your department for eight years. She is your senior employee and you frequently rely on her judgment. Whenever you are gone, you put Julia in charge and you are happy that you don’t have to worry about how things will be handled in your absence.
92. What type of trust relationship does Susan most likely have with you?
a. identification-based trust
b. reward-based trust
c. deterrence-based trust
d. knowledge-based trust
e. expertise-based trust
(c; Challenging; Deterrence-Based Trust; p. 425) {AACSB: Analytic Skills}
93. What type of trust relationship does Jack most likely have with you?
a. knowledge-based trust
b. deterrence-based trust
c. reward-based trust
d. identification-based trust
e. expertise-based trust
(a; Challenging; Knowledge-Based Trust; p. 425) {AACSB: Analytic Skills}
94. What type of trust relationship does Julia most likely have with you?
a. reward-based trust
b. knowledge-based trust
c. identification-based trust
d. deterrence-based trust
e. expertise-based trust
(c; Challenging; Identification-Based Trust; p. 426) {AACSB: Analytic Skills}
SHORT DISCUSSION QUESTIONS
95. Why is framing relevant to leadership?
Framing is a way of communicating to shape meaning. It is a way for leaders to influence how others see and understand events. It includes selecting and highlighting one or more aspects of a subject while excluding others. Framing is especially important to an aspect of leadership ignored in the traditional theories of leadership: the ability of the leader to inspire others to act beyond their immediate self-interest. (Easy; Framing; pp. 412-413) {AACSB: Analytic Skills}
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96. What is the difference between transactional leadership and transformational leadership?
Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational leaders inspire followers to transcend their own self-interests for the good of the organization. Transformational leadership is built on top of transactional leadership – it produces levels of follower effort and performance that go beyond what would occur with a transactional approach alone.
(Easy; Transformational and Transactional Leaders; p. 418) {AACSB: Analytic Skills}
97. Why would a leader want to be a mentor?
Mentoring relationships provide personal benefits to mentors themselves. The mentor-protégérelationship gives the mentor unfiltered access to the attitudes and feelings of lower-ranking employees. Protégés can be an excellent source of early warning signals that identify potential problems. Research suggests that mentor commitment to a program is key to its effectiveness, so if a program is to be successful, it’s critical that mentors b e on board and see the relationship as beneficial to themselves and the protégé. It’s also important that the protégé feel that he has input into the relationship; if it’s something he fees is foisted on him, he’ll just go through the motions, too. (Easy; Mentoring; p. 429) {AACSB: Analytic Skills}
98. How has online communication changed the skill requirements of today’s business leaders?
Today’s managers and their employees are increasingly being linked by networks rather than geographical proximity. Examples include managers who regularly use e-mail to communicate with their staff, managers overseeing virtual projects or teams, and managers whose telecommuting employees are linked to the office by a computer and modem. Today’s online leaders must be hig hly skilled at communicating through words without the benefit of nonverbal cues. They must also use structure, tone, and style to convey their messages effectively. Finally, online communication requires leaders to enhance their interpretive skills, so th ey can successfully “read between the lines” of messages. (Moderate; Online Leadership; pp. 431-432) {AACSB: Analytic Skills} {AACSB: Use of IT}
MEDIUM LENGTH DISCUSSION QUESTIONS
99. Are charismatic leaders born or made?
Charismatic leaders are born with their qualities. Studies of identical twins have found that they score similarly on charismatic leadership measures, even if they were raised in different households and had never met. Research suggests that personality is also related to charismatic leadership. Charismatic leaders are likely to be extraverted, self-confident, and achievement oriented.
Additionally, people can actually learn how to be charismatic leaders. Although a small minority thinks that charisma cannot be learned, most experts now believe that individuals can be trained to exhibit charismatic behaviors and can thus enjoy the benefits that accompany being labeled “a charismatic leader.”Just because we inherit certain tendencies doesn’t mean that we can’t learn to change. (Easy; Cha rismatic Leadership; pp.
413-414) {AACSB: Analytic Skills}
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100. According to the text, how does vision differ from other forms of direction setting? What are the key properties of a vision?
A vision has clear and compelling imagery that offers an innovative way to improve, which
recognizes and draws on traditions, and connects to actions that people can take to realize change. Vision taps people’s emotions and energy. Properly articulated, a vision creates the enthusiasm that people have for sporting events and other leisure-time activities, bringing this energy and commitment to the workplace.
The key properties of a vision seem to be inspirational possibilities that are value centered, realizable, with superior imagery and articulation. Visions should be able to create possibilities that are inspirational, unique, and offer a new order that can produce organizational distinction. A vision is likely to fail if it doesn’t offer a view of the future that is clearly and demonstrably better for the organization and its members. (Moderate; Vision;
Page 415) {AACSB: Analytic Skills}
101. What are the key dimensions that underlie the concept of trust?
The key dimensions that underlie the concept of trust are integrity, competence, consistency, loyalty, and openness.
a) Integrity refers to honesty and truthfulness.
b) Competence encompasses an individual’s technical and interpersonal knowledge and
skills.
c) Consistency relates to an individual’s reliability, predictability, and good judgment in
handling situations.
d) Loyalty is the willingness to protect and save face for another person.
e) The final dimension of trust is openness, or the degree to which a person can be
counted on to provide the full truth. (Moderate; Key Dimensions of Trust; p. 424)
{AACSB: Analytic Skills}
102. Compare and contrast the three kinds of trust in organizational relationships.
There are three types of trust in organizational relationships: deterrence-based, knowledge-based, and identification-based.
a) The most fragile relationships are contained in deterrence-based trust. One violation or
inconsistency can destroy the relationship. This form of trust is based on fear of
reprisal if the trust is violated. Most new relationships begin on a base of deterrence.
b) Most organizational relationships are rooted in knowledge-based trust. That is, trust is
based on the behavioral predictability that comes from a history of interaction. It exists
when you have adequate information about someone to understand them well enough
to be able to accurately predict their likely behavior.
c) The highest level of trust is achieved when there is an emotional connection between
the parties. It allows one party to act as an agent for the other and substitute for that
person in interpersonal transactions. This is called identification-based trust. Trust
exists because the parties understand each other’s intentions and appreciate the
other’s wants and desires.
(Challenging; Types of Trust; pp. 425-427) {AACSB: Analytic Skills}
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COMPREHENSIVE ESSAYS
103. Explain the four-step process that charismatic leaders use to influence followers.
The four-step process begins by the leader articulating an appealing vision. A vision is a long-term strategy for how to attain a goal or goals. The vision provides a sense of continuity for followers by linking the present with a better future for the organization.
A vision is incomplete unless it has an accompanying vision statement. A vision statement
is a formal articulation of an organization’s vision or mission. Charismatic lead ers may use vision statements to “imprint” on followers an overarching goal and purpose. Once a vision and vision statement are established, the leader then communicates high performance expectations and expresses confidence that followers can attain them. This enhances follower self-esteem and self-confidence.
Next, the leader conveys, through words and actions, a new set of values and, by his or her behavior, sets an example for followers to imitate. Finally, the charismatic leader engages in emotion-inducing and often unconventional behavior to demonstrate courage and convictions about the vision. There is an emotional contagion in charismatic leadership whereby followers “catch” the emotions their leader is conveying. (Challenging;
How Charismatic Leaders Influence on Followers; p. 415) {AACSB: Analytic Skills}
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104. Explain the correlations between charismatic leadership and high performance and satisfaction among followers.
There is an increasing body of research that shows impressive correlations between charismatic leadership and high performance and satisfaction among followers. People working for charismatic leaders are motivated to exert extra work effort and, because they like and respect their leader, express greater satisfaction. It also appears that organizations with charismatic CEOs are more profitable. And charismatic college professors enjoy higher course evaluations. However, there is a growing body of evidence indicating that charisma may not always be generalizable; that is, its effectiveness may depend on the situation. Charisma appears to be most successful when the follower’s task has an ideological component or when the environment involves a high degree of stress and uncertainty. This may explain why, when charismatic leaders surfac e, it’s likely to be in politics, religion, wartime, or when a business firm is in its infancy or facing a life-threatening crisis.
In addition to ideology and uncertainty, another situational factor limiting charisma appears to be level in the organization. Remember that the creation of a vision is a key component of charisma. But visions typically apply to entire organizations or major divisions. They tend to be created by top executives. Charisma therefore probably has more direct relevance to explaining the success and failures of chief executives than of lower-level managers. So even t hough an individual may have an inspiring personality, it’s more difficult to utilize the person’s charismatic leadership qualities in lower-level management jobs. Lower-level managers can create visions to lead their units. It’s just harder to define such visions and align them with the larger goals of the organization as a whole.
Finally, charismatic leadership may affect some followers more than others. Research suggests, for example, that people are especially receptive to charismatic leadership when they sense a crisis, when they are under stress, or when they fear for their lives. More generally, some peoples’ personalities are especially susceptible to charismatic leadership.18 Consider self-esteem. If an individual lacks self-esteem and questions his self-worth, he is more likely to absorb a leader’s direction rather than establish his own way of leading or thinking. (Challenging; Charismatic Leadership, High Performance, and Satisfaction; pp. 417-418) {AACSB: Analytic Skills}
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