Northouse, Leadership 8e
SAGE Publications, 2019
A. management by exception-passive
B. management by exception-active
C. laissez-faire
D. contingent reward
52. Contingent reward uses ______ reinforcement, whereas management by exception
uses ______ reinforcement.
A. negative; positive
B. neutral; negative
C. positive; negative
D. positive; neutral
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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 high–
level 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
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
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
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
72. The effect of transformational leadership on employee performance is said to be
______.
A. retroactive
B. additive
C. idealized
D. pseudo
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
74. Transactional leaders may not be as capable as transformational leaders when it
comes to ______.
Northouse, Leadership 8e
SAGE Publications, 2019
A. offering rewards
B. providing feedback
C. creating trust
D. managing projects
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
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
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
1. According to Bass, charisma is a necessary but not sufficient condition for
transformational leadership.
2. A strength of the transformational model is the emphasis it places on followers’
needs, values, and morals.
3. A criticism of transformational leadership is that it treats leadership as a personality
trait.
4. Bass and Avolio suggest that transformational leadership cannot be taught since it
results from innate leadership characteristics.
5. Transformational leadership views leaders as social architects.
6. Idealized influence focuses on the exchanges that occur between leaders and their
followers.
7. Charismatic leadership transforms followers’ self–concepts and tries to link the identity
of the followers to the collective identity of the organization.
8. Criticisms of transformational leadership are that it is elitist and antidemocratic, and it
suffers from heroic leadership bias.
9. Transactional leadership raises the level of motivation and morality in followers.
10. The contingent reward factor is more effective than the management–by-exception
passive factor.
1. List three of the Five Practices of Leadership that Kouzes and Posner prescribe.
2. Name the four factors of transformational leadership.
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?
4. Transformational leadership can result in important psychological gains for both
______ and ______.
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?
1. Explain the relationship between transformational, transactional, and charismatic
leadership.
2. Explain why some researchers have predicted that transformational leadership may
be less effective with Millennials. Do you agree with those predictions? Explain.
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?
4. Compare and contrast the laissez-faire leader discussed in the transformation
approach and the delegating leader discussed in the Situational Leadership Model.
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.