Transformational Leadership Pt 2

55. Which of the following scholars presented an alternative transformational perspective that included vision, social architect, trust, and positive self-regard? A. Bennis and Nanus B. Graen and Uhl-Bien C. Hersey and Blanchard D. Kouzes and Posner Ans: A 56. Which of the following strategies did Bennis and Nanus find leaders use in transforming their organizations? A. merit-based rewards B. visible recognition and awards for employees C. being predictable and reliable to instill trust D. challenging the process Ans: C 57. Communicating a vision for the future of the organization in Bennis and Nanus’s research is most similar to which of the transformational factors in the Full Range Model? A. individualized consideration B. idealized influence C. contingent reward D. inspirational motivation Ans: D 58. Which of the following scholars presented an alternative transformational perspective that describes five exemplary practices of leadership? A. Bennis and Nanus B. Graen and Uhl-Bien C. Gersey and Blanchard D. Kouzes and Posner Ans: D 59. Kouzes and Posner's five practices that enable leaders to get extraordinary things accomplished include all of these except ______. A. inspire a shared vision B. offer valuable rewards C. challenge the process D. model the way Ans: B 60. ______ presented an alternative transformational perspective that included modeling the way, challenging the process, and encouraging the heart. A. Bennis and Nanus B. Graen and Uhl-Bien C. Blake and Mouton D. Kouzes and Posner Ans: D 61. Transformational leaders are considered social architects when they ______. A. create shared meanings for people within their organizations B. maintain social relationships with individuals throughout the organization C. develop social strategies and techniques D. are strong, affable examples for their followers Ans: A 62. The challenge the process leadership practice is most similar to which of the transformational factors in the Full Range Model? A. individualized consideration B. idealized influence C. intellectual stimulation D. inspirational motivation Ans: C 63. Which leadership theories discussed in the text have “intuitive appeal” as a key strength? A. behavioral, transformational, situational B. trait, behavioral, path-goal C. path-goal, situational, trait D. trait, skills, transformational Ans: D 64. Which of the following is a strength of the transformational approach? A. the MLQ has well-established validity B. it contains trait-like attributes C. it is widely researched D. the models are precise Ans: C 65. Transformational leadership is fundamentally morally uplifting. This suggests that ______. A. use of coercive leadership cannot be considered leadership B. all transformative leadership has a negative side C. using contingent reward cannot be considered leadership D. using management by exception cannot be considered leadership Ans: A 66. Which of the following is not a strength of transformational leadership approach? A. broadly researched B. intuitive appeal C. expansive leadership view D. elitist and anti-democratic Ans: D 67. Which of the following is not a criticism of transformational leadership approach? A. lacks conceptual clarity B. has potential to be abused C. expansive leadership view D. elitist and anti-democratic Ans: C 68. Transformational leadership has been criticized for being elitist and anti-democratic, meaning ______. A. it gives the impression that the leader is acting independently of followers B. the research supporting transformational leadership was completed only on highlevel leaders C. followers have the most influence in the organization D. leaders only look to leaders in higher positions than themselves for help creating vision Ans: A 69. Transformational leadership ______. A. tells leaders how to act B. tells followers how to act C. gives four specific actions leaders should use in multiple situations D. provides a general way of thinking about leadership, including follower needs Ans: D 70. Transformational leadership ______. A. is a valuable and widely used approach B. is not an approach that scholars find useful C. is not an approach that practitioners find useful D. is an approach used only at the upper-management levels Ans: A 71. Alyssa is a team leader of the student ambassadors who give campus tours. Alyssa is a very busy college senior and does not communicate much with the ambassadors. When she does, her communication is typically to tell the ambassadors what they have done wrong on the tours. Alyssa is exhibiting ______. A. intellectual stimulation B. management by exception C. contingent reward D. laissez faire leadership Ans: B 72. The effect of transformational leadership on employee performance is said to be ______. A. retroactive B. additive C. idealized D. pseudo Ans: B 73. Some research has suggested that interest in transformational leadership may be exaggerated and perhaps not as relevant now that ______ are flooding into the workplace. A. managers B. intellectuals C. followers D. millennials Ans: D 74. Transactional leaders may not be as capable as transformational leaders when it comes to ______. A. offering rewards B. providing feedback C. creating trust D. managing projects Ans:C 75. When some research studies found that the 4 I’s of transformational leadership correlated with one another, it demonstrated this criticism of the transformational leadership approach. A. transformational leadership is anti-democratic B. transformational leadership puts too much focus on the leader C. transformational leadership lacks conceptual clarity D. transformational leadership cannot be learned Ans: b 76. Some research has suggested that laissez faire leadership in conjunction with transactional and transformational leadership may be most effective, bringing to light one of the main themes in the textbook, which is ______. A. situational leadership is the most effective form of leadership B. oftentimes the best approach is a combination of leadership approaches C. the traits of effective leaders depend on the context D. all leadership approaches have an element of laissez faire Ans: B 77. Research has shown that when a company’s CEO is charismatic, it may result in ______. A. less commitment to goals because followers accede to the leader B. increased incidence of management by exception C. more employees becoming charismatic themselves D. higher levels of employee identification with the company Ans: C True/False 1. According to Bass, charisma is a necessary but not sufficient condition for transformational leadership. Ans: T 2. A strength of the transformational model is the emphasis it places on followers' needs, values, and morals. Ans: T 3. A criticism of transformational leadership is that it treats leadership as a personality trait. Ans: T 4. Bass and Avolio suggest that transformational leadership cannot be taught since it results from innate leadership characteristics. Ans: F 5. Transformational leadership views leaders as social architects. Ans: T 6. Idealized influence focuses on the exchanges that occur between leaders and their followers. Ans: F 7. Charismatic leadership transforms followers' self-concepts and tries to link the identity of the followers to the collective identity of the organization. Ans: T 8. Criticisms of transformational leadership are that it is elitist and antidemocratic, and it suffers from heroic leadership bias. Ans: T 9. Transactional leadership raises the level of motivation and morality in followers. Ans: F 10. The contingent reward factor is more effective than the management-by-exception passive factor. Ans: T Short Answer 1. List three of the Five Practices of Leadership that Kouzes and Posner prescribe. Ans: Students should list any three of the following: Model the Way, Inspire A Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. 2. Name the four factors of transformational leadership. Ans: Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration 3. Leader-Member Exchange theory has to do with a leader’s relationship with individual followers. Which factor of Transformational Leadership is most similar to the notion of developing one-on-one relationships? Ans: Individualized Consideration 4. Transformational leadership can result in important psychological gains for both ______ and ______. Ans: followers and leaders 5. Your boss gives you a project to accomplish by the end of the week. She does not check in with you at all until Friday when she reviews your work and tells you that you made several mistakes and must do the project over. Your boss was using which factor of transactional leadership? Ans: management by exception--passive Essay 1. Explain the relationship between transformational, transactional, and charismatic leadership. Ans: Transactional leadership involves exchanges between leaders and followers Transformational leadership may take place alongside transactional leadership but focuses instead on elevating the motivation and morality of both the leader and follower Transformational and charismatic leadership share the characteristics of strong moral values and strong desire to influence others Charisma alone does not account for transformational leadership. (Here the student could compare the five behaviors of charismatic leadership with the four factors of transformational leadership.) 2. Explain why some researchers have predicted that transformational leadership may be less effective with Millennials. Do you agree with those predictions? Explain. Ans: Some assume that Millennials may be less willing to collaborate with others to achieve common goals. Relatedly, today’s transformational leaders communicate in a way to encourage followers to prioritize organizational and task needs and goals over individual interests (Anderson et al., 2017). However, it is predicted that this will be met with resistance as Millennials have expressed a greater desire for work-life balance and want to “work to live” rather than “live to work,” (Ng, Schweitzer, & Lyons, 2010). Finally, it has been suggested that because Millennials expect frequent promotions and value extrinsic rewards (transactional factors), two of the fundamental components of transformational leadership--idealized influence and inspirational motivation--may be ineffective (Anderson et al. 2017). Students may then provide support for their arguments to support or to refute these predictions. 3. Identify at least five effects that charismatic leadership can have on followers. Under what conditions are these effects likely to occur? What cautions might you offer to followers of a charismatic leader? Ans: Trust in leader's ideology; belief similarity between leader and follower; unquestioning acceptance; affection toward leader; obedience; identification with leader; emotional involvement; heightened goals; increased confidence. Remain aware of how you are being influenced and in what directions you are being asked to go. 4. Compare and contrast the laissez-faire leader discussed in the transformation approach and the delegating leader discussed in the Situational Leadership Model. Ans: They are similar because both types of leaders are nondirective and not controlling of subordinates. Both laissez-faire and delegative leaders allow subordinates to set their own goals and to select their own ways of achieving them. They are dissimilar because laissez-faire leaders abdicate responsibility, give no feedback, and make little effort to help followers satisfy their needs, while delegative leaders make themselves available to subordinates, give feedback when asked, and accept responsibility for the well-being and goal accomplishments of their subordinates. 5. Describe how the transformational leadership factors in the Full Range Model of Transformational Leadership are similar to Kouzes and Posner’s five practices of exemplary leadership. Ans: Answer will vary greatly depending upon which factors and practices students choose to compare. Individualized consideration is similar to both enabling others to act and encouraging the heart. Idealized influence and model the way are similar in that leaders serve as role models. Inspirational motivation and inspire a shared vision are quite similar in the visioning and articulation of messages. Intellectual stimulation and challenge the process both focus on creativity and innovation.