Transformational Leadership Pt 1

Transformational Leadership Multiple Choice 1. Which leadership theory is studied in a variety of disciplines, including nursing, education, and industrial engineering? A. leader–member exchange theory B. path–goal leadership theory C. contingency theory D. transformational leadership theory Ans: D 2. Which type of leadership is concerned with emotions, values, ethics, standards, and long-term goals? A. authentic leadership B. transformational leadership C. servant leadership D. transactional leadership Ans: B 3. Transformation leadership is an exceptional form of leadership that ______. A. helps followers meet the tasks on their job descriptions B. reduces the workload of the followers C. increases the workload of the followers D. helps followers do more than what is usually expected Ans: D 4. Research on transformational leadership ______. A. is no longer being conducted B. is relatively sparse in modern times C. is prolific in modern times D. dates back to 1930 Ans: C 5. Of the scholar(s) listed below, who argued that true leadership raises the moral values of subordinates? A. Bennis and Nanus B. Graen and Uhl-Bien C. James MacGregor Burns D. Kouzes and Posner Ans: C 6. Burns outlined leadership in his seminal work in 1978 and described leadership as ______ A. quite different from power B. quite similar to power C. equivalent to power D. about use of power and authority Ans: A 7. Burns, when discussing leadership in the context of what is now termed transformational leadership, ______. A. found motivation in followers rarely existed B. found leaders to be interested mainly in the bottom line C. tried to link the roles of leadership and followership D. tried to link the roles of in-group members to leadership outcomes Ans: C 8. Transactional leadership ______. A. is not a very common leadership style B. is found in the bulk of leadership models C. is less commonly used than transformational leadership D. is used only in military leadership Ans: B 9. José has consistently exceeded his sales projections for the past four quarters. His supervisor gave him a promotion because of his high sales success. His supervisor is using ______. A. transformational leadership B. middle-of-the-road leadership C. laissez-faire leadership D. transactional leadership Ans: D 10. Jackson tries every day to show his leadership is consistent with the values of the organization. This instills a strong sense of community and ethics within all levels of the organization. Jackson is demonstrating ______. A. transformational leadership B. transactional leadership C. pseudotransformational leadership D. contingent reward leadership Ans: A 11. Molly focuses her leadership behaviors on helping followers reach their full potential as human beings. She is using ______. A. situational leadership B. path–goal leadership C. contingent reward leadership D. transformational leadership Ans: D 12. Christie, Barling, and Turner (2011) describe pseudotransformational leadership as ______. A. strong inspirational motivation B. inspired leadership focused on follower development C. strong inspirational talent that is manipulative D. inspired leadership focused toward other leaders Ans: C 13. According to House, the following is not one of the specific types of behaviors commonly exhibited by charismatic leaders ______. A. serving as a strong role model B. giving structure to complex tasks C. articulating ideological goals with moral overtones D. arousing emotions Ans: B 14. Which type of leadership is most similar to transformational leadership? A. transitional B. laissez-faire C. transactional D. charismatic Ans: D 15. House notes that charismatic effects are more likely to occur in ______. A. contexts in which followers experience few difficulties B. supportive environments C. stressful situations D. sympathetic relationships Ans: C 16. Which of the following is not a personality characteristic of charismatic leadership? A. agreeable B. dominant C. strong moral values D. desire to influence Ans: A 17. To which research scholar is the charismatic theory of leadership attributed? A. Avolio B. Bass C. Liden D. House Ans: D 18. Which personality characteristic of charismatic leadership is also one of the major leadership traits outlined in the chapter on Trait Approach? A. dominance B. self-confidence C. morality D. influential Ans: B 19. A leader who communicates high expectations, shows competence, and sets a strong role model is using behaviors of ______. A. situational leadership B. path-goal leadership C. transactional leadership D. charismatic leadership Ans: D 20. Charismatic leadership is often described as being similar to or even synonymous with ______. A. transformational leadership B. adaptive leadership C. servant leadership D. transactional leadership Ans: A 21. What type of leader uses creative deployment of self through positive self-regard and emphasizes his or her strengths rather than dwelling on weaknesses? A. servant B. transformational C. path-goal D. transactional Ans: B 22. Which answer best describes the elements of a model of transformational leadership? A. idealized influence, inspirational motivation, intellectual stimulation, individualized consideration B. laissez-faire, contingent reward, management by exception, corrective transactions C. supporting, controlling, delegating, directing D. forming, storming, norming, performing Ans: A 23. To create change, transformational leaders ______. A. focus on the task at hand B. become strong role models for their followers C. value out-group members’ opinions D. leave followers to work on their own Ans: B 24. The Full Range Model of Transformational Leadership contains how many transformational leadership factors? A. 1 B. 2 C. 4 D. 7 Ans: C 25. The Full Range Model of Transformational Leadership contains how many total factors? A. 1 B. 2 C. 4 D. 7 Ans: D 26. The continuum of transformational leadership contains ______. A. two non-intersecting continua B. is one single continuum C. is made up of independent transformational variables D. is plotted on x and y axes to show variable interaction Ans: B 27. Which researcher extended House’s work on transformational leadership? A. Burns B. Stogdill C. Bass D. Greenleaf Ans: C 28. The model of transformational leadership asserts that transformational leadership motivates followers to do more than expected by ______. A. raising their consciousness about the value of specified goals B. providing specified rewards for good work C. encouraging work above and beyond to get promoted D. relying on the follower team to work together Ans: A 29. Kathleen regularly meets with and coaches each of her followers in hopes to help them reach their full potential. With some she is directive and with others she provides strong affiliation. Kathleen’s behaviors are an example of ______. A. transactional leadership B. middle of the road leadership C. transformational leadership D. S4 in situational leadership Ans: C 30. The idealized influence factor is measured on the following components: ______. A. attributional and behavioral components B. charisma and inspirational components C. intellectual stimulation and individualized consideration components D. positive self-regard and encouraging-the-heart components Ans: A 31. What makes it difficult to use the term transformational leadership when referencing leaders such as Saddam Hussein and Adolf Hitler? A. Transformational leadership focuses on the leader’s own interests. B. Hussein and Hitler had no leadership traits. C. Transformational leadership is effective; Hussein and Hitler’s leadership styles were not. D. Transformational leadership includes transforming, but only in a positive way. Ans: D 32. Which factor of transformational leadership supports followers as they try new approaches and develop innovative ways of dealing with organizational issues? A. inspirational motivation B. intellectual stimulation C. individualized consideration D. idealized influence Ans: B 33. Which of the following is not a behavior consistent with factors of transformational leadership? A. presenting challenging problems to solve B. collaborating on a shared vision C. communicating details of an employee bonus program D. spending the morning with one employee to mentor her Ans: C 34. Elena is a sales manager who encourages her employees through motivation to be committed to and a part of the shared vision of the organization. Elena is demonstrating which factor of transformational leadership? A. inspirational motivation B. intellectual stimulation C. individualized consideration D. idealized influence Ans: A 35. Optimism is a mediating factor in transformational leadership that affects ______. A. employee job satisfaction B. employee engagement C. employee liking of the supervisor D. employee self-esteem Ans: B 36. The idealized influence factor in the full-range model is considered more effective than ______. A. individualized consideration B. inspirational motivation C. intellectual stimulation D. contingent reward Ans: D 37. Management by exception-active is ______. A. a form of transformational leadership B. the non-leadership factor C. a form of transactional leadership D. more effective than contingent reward Ans: C 38. Which transformational factor is most like charismatic transformational leadership? A. inspirational motivation B. contingent reward C. individualized consideration D. idealized influence Ans: D 39. Hao is a new lawyer in your real estate law firm who comes highly recommended to you because of his high intelligence and experience with real-estate law. You encourage him to be creative and use innovation in problem solving when working on cases. You are using which transformational factor? A. intellectual stimulation B. contingent reward C. individualized consideration D. idealized influence Ans: A 40. Purposely choosing to give a civil rights speech in a location that is symbolic of past civil rights successful actions is an example of a leader using what transformational factor? A. intellectual stimulation B. contingent reward C. inspirational motivation D. management by exception-active Ans: C 41. Which produces greater effects than transactional leadership? A. individualized consideration B. contingent reward C. management by exception-passive D. influential morality Ans: A 42. Which factor describes leaders who communicate high expectations and engage followers to be part of a shared vision? A. individualized consideration B. inspirational motivation C. idealized influence D. intellectual stimulation Ans: B 43. Which factor in the Full Range of Leadership Model includes mentoring and helping followers grow through personal challenges? A. individualized consideration B. inspirational motivation C. contingent reward D. intellectual stimulation Ans: A 44. Which factor in the Full Range of Leadership Model encourages followers to be creative and innovative? A. individualized consideration B. inspirational motivation C. idealized influence D. intellectual stimulation Ans: D 45. Which factor in the Full Range of Leadership Model is the emotional factor in which leaders act as strong role models for followers? A. individualized consideration B. inspirational motivation C. idealized influence D. intellectual stimulation Ans: C 46. The contingent reward factor ______. A. is a reciprocal process of mutual influence B. is a reciprocal process between two followers C. is a process where follower effort is exchanged for specified rewards D. is a negotiated process with equal rewards for follower and leader Ans: C 47. The passive form of management by exception ______. A. is considered non-leadership B. is more effective than the active form C. is similar to individualized consideration D. is enacted only once problems arise Ans: D 48. The active form of management by exception ______. A. is slightly more effective than the passive form B. is considered non-leadership C. is similar to individualized consideration D. is enacted only once problems arise Ans: A 49. You provide a pay raise to a follower who has received high scores on annual performance reviews two years in a row. You are demonstrating ______. A. management by exception-passive B. management by exception-active C. individualized consideration D. contingent reward Ans: D 50. I am a leader who watches my staff carefully and stops them immediately when they make a mistake. I am using ______. A. management by exception-passive B. management by exception-active C. intellectual stimulation D. contingent reward Ans: B 51. I prefer to wait until the annual performance review time to deliver bad news about poor performance to my followers. I am using ______. A. management by exception-passive B. management by exception-active C. laissez-faire D. contingent reward Ans: A 52. Contingent reward uses ______ reinforcement, whereas management by exception uses ______ reinforcement. A. negative; positive B. neutral; negative C. positive; negative D. positive; neutral Ans: C 53. Management by exception involves ______. A. giving individualized attention to exceptional employees B. offering payoffs for employees who perform their duties C. negotiating special rules and tasks with employees D. correcting misbehavior by employees Ans: D 54. Which type of leadership gives no feedback and makes little effort to help followers satisfy their needs? A. charismatic B. transactional C. laissez-faire D. democratic Ans: C