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55. It is hard to figure out what is happening in our team. It seems that madness has taken over
not only our boss but most of the team! What is happening in this team?
a. Narcissism
b. Mirroring
c. Folie à deux
d. Transference
56. The essence of how psychodynamic approach informs us about effective leadership is
a. Human behavior is rooted in the underlying motives that govern such behavior
b. Human behavior is rooted in emotional intelligence principles
c. Human behavior is rooted in the principles of Freudian psychology
d. Human behavior can be learned
57. When comparing environmental constraints or advantages and psychodynamic approach to
leader effectiveness, which of the following statements is true?
a. Environmental constraints have the greatest impact on leader effectiveness.
b. Environmental advantages stymie leader effectiveness.
c. Psychodynamic processes in leader-follower interactions greatly influence leader
effectiveness.
d. Psychodynamic processes in leader-follower interactions are less influential on leader
effectiveness than environmental advantages
58. What does the psychodynamic study of leadership effectiveness demonstrate more clearly
than other conceptual framework?
a. Recognition that people can develop aggressive behaviors when leaders are aggressive
b. Recognition that people’s emotions affect their behaviors
c. Recognition that early childhood experiences can be overcome
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d. Recognition that people differ in their motivational patterns
59. The essence of leadership according to the psychodynamic approach is
a. The ability to understand the emotion-behavior connection
b. Removing difficult task characteristics helps followers develop
c. The ability to use motivational patterns to influence others
d. Removing conflictual follower interactions leads to leader success
60. The leader’s ability to use motivational patterns to influence others could also be stated as
a. The ability to force people to do things they would not otherwise do
b. The ability to get people to voluntarily do things they would not otherwise do
c. The ability to motivate others toward a group goal
d. The ability to change follower behaviors against their will
61. Some scholars researching the psychodynamic approach in organizations look at the dark
side of leadership and the atypical successes of leadership. They realize that
a. Leaders, like followers, are not completely rational
b. Followers, like leaders, want to have power
c. Leaders and followers exchange power for mutual benefit
d. People rise to positional leadership roles because they are rational
62. A strength of the psychodynamic approach is
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a. It focuses on the conscious thoughts and behaviors of leaders
b. It categorizes overt behaviors in organizations
c. It provides broad investigation of organizations
d. It addresses undercurrents of organizational life
63. Psychodynamic approach involves an in-depth and systemic investigation of a single person,
group, or community. This is
a. A strength of the approach
b. A criticism of the approach
c. An incorrect representation of the approach
d. Easy to incorporate into leadership training programs
64. Psychodynamic approach focuses primarily on the leader’s personality and leadership style,
while broader systemic organizational issues remain in the background. This is
a. Not an accurate description of the approach
b. Good, because leader personality is critical to team success
c. A strength of the approach
d. A criticism of the approach
65. One benefit of integrating a clinical or psychodynamic orientation in leadership development
programs is
a. It focuses exclusively on negative leader behaviors
b. It will help leaders psychoanalyze their followers
c. It will help leaders become “organizational detectives” to uncover the undercurrents within the
organization
d. It will help leaders become more directive and less supportive with followers who have hidden
agendas
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66. Some executive coaching programs using principles of the psychodynamic approach, which
help executives
a. Be more firm with aggressive followers
b. Be more emotionally involved with aggressive followers
c. Be more conscious of the dark side of leadership
d. Be more conscious and self-aware, which will help them relate to others
Multiple Selection
67. The psychodynamic approach looks at human behavior and acknowledges
a. People are unique and paradoxical
b. People are generally psychic
c. People are complex
d. People lack motivation
68. Which of the following are premises of the clinical paradigm?
a. There is irrationality behind every human act
b. There is rationality behind every human act
c. How individuals regulate and express emotions is central to a person’s identity
d. Human development is an intra- and interpersonal process
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69. Which post-World War II research groups applied psychodynamic approach to the study of
organizations?
a. Carle Clinic
b. Greenleaf Institute
c. Cornell Medical School
d. Harvard Business School
70. The Tavistock Institute psychoanalysts studied unconscious group functions
a. As an aggregate of individuals
b. In terms of group processing
c. Of the group as a whole
d. As an aggregate of psychodynamic minds
71. The Menninger Clinic applied psychodynamic approach to work settings and training
seminars for executives to help them
a. Create worksite mental health clinics
b. Create worksite wellness programs
c. Understand why human beings act as the do
d. In response to a survey of mental health problems in industry
72. Levinson extended the work of and collaborated with the work at Menninger Clinic and
applied psychodynamic theory to management and leadership. He linked the failure of managers
to effectively contain anxieties of workers to
a. Low employee turnover
b. High employee turnover
c. Low employee production
d. Employee depression
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73. Levinson’s work further suggested that systemic organizational problems might be mitigated
by
a. A verbal agreement between leaders and followers
b. A “psychological contract” between leaders and followers
c. A psychological assessment for new employees
d. A psychological role analysis prior to hiring
74. Core Conflictual Relationship Themes
a. Occur in childhood but resolve by adulthood
b. Develop from early experiences with key individuals
c. Develop upon physical maturation in late teen years
d. Are recurring relationship patterns that we take into adulthood
75. Which of the following concepts fall under the key concept within the psychodynamic
approach of focus on the leader-follower relationships?
a. Fight or flight
b. Mirroring and idealizing
c. Core conflictual relationship themes
d. Identification with the aggressor
76. Groups subject to the dependency assumption are united by which of the following?
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a. Feelings of sadness
b. Feelings of helplessness
c. Fear of the outside world
d. Wanting to flee the situation
77. Which is not a social defense mechanism?
a. Pairing
b. Aggression
c. Projection
d. Displacement
78. Which of the following are transferential processes?
a. Mirroring
b. Dependency
c. Identification
d. Idealizing
79. Why do some followers resort to a defensive process known as “identification with the
aggressor”?
a. They are confronted with a superior force
b. In response to an aggressive leader
c. Other followers impersonate the leader
d. There is inter-group conflict
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80. Reactive narcissists tend to fixate on issues of
a. Relationship building
b. Status
c. Superiority
d. Empathy
81. Criticisms of the psychodynamic approach include
a. It addresses undercurrents of organizational life
b. It focuses on dysfunctional and atypical behaviors
c. It does not lend itself to training seminars
d. It provides prescriptions for effective interpersonal leadership
True/False
82. The underlying premise of the psychodynamic approach is that irrational behaviors are the
downfall of organizations.
a. True
b. False
83. The dynamics of human behavior are easy to understand.
a. True
b. False
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84. It is the undercurrents of human behavior that psychodynamic approach attempts to
understand.
a. True
b. False
85. The psychodynamic approach has found that people generally lack motivation to do high-
quality work.
a. True
b. False
86. The clinical paradigm in psychodynamic approach attempts to discover how leaders and
organizations really work.
a. True
b. False
87. One clinical paradigm premise is that much of mental life lies outside of our conscious
awareness.
a. True
b. False
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
88. Regulation and expression of emotions is the clinical paradigm premise that forms the basis
for the internalization of mental representations of how we interact with others.
a. True
b. False
89. The intra- and interpersonal process paradigm says we are products of our past experiences.
a. True
b. False
90. The overall premise of the clinical paradigm is that behaviors originate from conscious
thought.
a. True
b. False
91. One of the post–World War II research groups that applied the psychodynamic approach to
the study of organizations was the Menninger Institute.
a. True
b. False
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92. Kets de Vries found that leaders with neuroses do not spread those neuroses throughout the
rest of the organization.
a. True
b. False
93. The Brown and Jacques research was completed as part of the Tavistock group.
a. True
b. False
94. If managers fail to effectively contain worker anxiety, employees could become depressed.
a. True
b. False
95. The key concepts of the psychodynamic approach all look at hidden dynamics of
organizations in order to decipher the motives for why people behave the way they do.
a. True
b. False
96. The psychodynamic approach has some roots in how early childhood experiences influence
how we respond to people.
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a. True
b. False
97. When we use the “splitting” social defense mechanism, we are seeing our own shortcomings
in others.
a. True
b. False
98. Narcissism can be constructive.
a. True
b. False
Essay
99. The study of the usefulness of the psychodynamic approach in studying leadership in
organizational structures is quite different from the way leadership is studied and
recommendations for leadership development that address more observable, conscious, and
rational phenomena. Describe how the concepts of the psychodynamic approach specifically
look at different components of leadership when compared to leadership theories focused on the
behaviors of leaders.
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100. There are four basic premises in the Clinical Paradigm. What do all of these premises have
in common as they describe the framework of the psychodynamic approach?
101. Much of the psychodynamic approach research and concepts discuss leadership in groups or
organizations. How does the information in the Focus on the Leader-Follower Relationships
directly or more indirectly relate to concepts in the Leader-Member Exchange approach?
102. Is it possible for a narcissistic leader to acquire emotional intelligence?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource