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Northouse, Leadership 8e
SAGE Publications, 2019
Test Bank
Chapter 8: 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
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
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
4. Research on transformational leadership ______.
A. is no longer being conducted
B. is relatively sparse in modern times
C. is prolific in modern times
Northouse, Leadership 8e
SAGE Publications, 2019
D. dates back to 1930
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
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
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
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
Northouse, Leadership 8e
SAGE Publications, 2019
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
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
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
12. Christie, Barling, and Turner (2011) describe pseudotransformational leadership as
______.
Northouse, Leadership 8e
SAGE Publications, 2019
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
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
14. Which type of leadership is most similar to transformational leadership?
A. transitional
B. laissez-faire
C. transactional
D. charismatic
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
16. Which of the following is not a personality characteristic of charismatic leadership?
A. agreeable
Northouse, Leadership 8e
SAGE Publications, 2019
B. dominant
C. strong moral values
D. desire to influence
17. To which research scholar is the charismatic theory of leadership attributed?
A. Avolio
B. Bass
C. Liden
D. House
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
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
20. Charismatic leadership is often described as being similar to or even synonymous
with ______.
Northouse, Leadership 8e
SAGE Publications, 2019
A. transformational leadership
B. adaptive leadership
C. servant leadership
D. transactional leadership
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
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
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
24. The Full Range Model of Transformational Leadership contains how many
transformational leadership factors?
A. 1
B. 2
C. 4
D. 7
25. The Full Range Model of Transformational Leadership contains how many total
factors?
A. 1
B. 2
C. 4
D. 7
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
27. Which researcher extended House’s work on transformational leadership?
A. Burns
B. Stogdill
C. Bass
D. Greenleaf
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
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
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
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.
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
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
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
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
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
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
38. Which transformational factor is most like charismatic transformational leadership?
A. inspirational motivation
B. contingent reward
C. individualized consideration
D. idealized influence
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
Northouse, Leadership 8e
SAGE Publications, 2019
D. idealized influence
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
41. Which produces greater effects than transactional leadership?
A. individualized consideration
B. contingent reward
C. management by exception-passive
D. influential morality
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
43. Which factor in the Full Range of Leadership Model includes mentoring and helping
followers grow through personal challenges?
A. individualized consideration
Northouse, Leadership 8e
SAGE Publications, 2019
B. inspirational motivation
C. contingent reward
D. intellectual stimulation
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
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
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
47. The passive form of management by exception ______.
A. is considered non-leadership
Northouse, Leadership 8e
SAGE Publications, 2019
B. is more effective than the active form
C. is similar to individualized consideration
D. is enacted only once problems arise
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
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
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
51. I prefer to wait until the annual performance review time to deliver bad news about
poor performance to my followers. I am using ______.
