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Johnson, Organizational Ethics, Third Edition Instructor Resource
Chapter 8
1. What is a negative outcome of leaders having too much power?
2. Responsible leaders:
3. Manager, Rachel, knows that there will be a reduction in force for the company. Her boss told
her not to tell anyone until the executive leadership announces the layoffs. This is an example of:
4. Rhonda was the owner of the company. She often hired family members to work the business
and gave them special privileges like extra time off and higher pay. Rhonda failed to meet which
challenge of leadership?
5. Leon’s boss was extremely hard working and extremely intelligent; however, he was also
unyielding and unwavering on expectations of employees. The boss rarely let employees take
vacation or sick time and he always expected employees to work extra hours without extra pay.
Leon’s boss is an example of a(n):
6. Which is a TRUE statement about toxic leadership?
7. What type of leader is one who is self-centered, highly manipulative, promotes his or her self,
is emotionally cold, and can engage in aggressive behavior?
8. Stefanie had a way of empowering her staff. If a problem arose, Stefanie dealt with the issue
head on while also inspiring those around her. Stephanie is an example of a:
9. People knew Ricardo cared deeply for them. He was known for putting other’s needs above
his own, even if it came at a cost. Ricardo’s leadership style might best be described as:
10. According to ___________________ theory, followers emulate the ethics of their leaders.
11. Which of the following is MOST associated with the moral person dimension of ethical
leadership?
12. Which of the following contributes to the escalation of CEO salaries?
13. Admitting our duties to followers is key to meeting which ethical leadership challenge?
14. Julie must decide if she should allow one of her employees to violate company policy to go
on vacation. She is faced with which type of ethical leadership challenge?
15. Which type of bad leader only cares about her/his immediate followers?
16. ___________________ leaders are particularly skilled at manipulating others for their own
gain.
17. Volunteering for the dirtiest job at the plant is self-sacrifice in ____________
18. Helene sits in her office and rarely interacts with her staff or provides direction. She is
demonstrating which leadership dimension?
19. Transformational leaders act as coaches and mentors to followers. This is described as:
20. All of the following are associated with servant leadership EXCEPT:
21. _______________ leadership behavior serves both the organization and followers.
23. Psychological capital is made up of feelings of competence, hope, optimism and
____________.
24. Which of the following is true of benevolent paternalistic leadership?
25. Transactional leaders rely on which two factors?
26. Privacy issues are related to which ethical challenge of leadership?
27. Which type of bad leader is unable to control his/her desires?
28. Which theorist is associated with Transformational Leadership theory?
29. All of the following were identified as characteristics of servant leaders EXCEPT:
30. Which type of destructive leadership behavior benefits subordinates at the expense of the
organization?
31. Which type of selfish leader loves being the center of attention?
32. Which theory helps explain why and how organizational leaders exert so much influence
over the ethical behavior of followers?
33. In authentic leadership, _______________ describes the process of remaining objective
when receiving information.
34. Benevolent paternalistic leadership has much in common with
35. Jun Lie frequently attends important events, such as weddings and funerals, in the lives of his
employees. He is BEST described as a
36. Setting a good example is the _______________ dimension of ethical leadership.
37. A(n) _______________ leader does not exercise self-control.
38. Bad leaders are _______________ or ___________________ or both.
39.__________ leadership theories tell leaders how to act.
40._________________ describes the fact that servant-leaders act on behalf of others, holding
the organization in trust for followers and the larger community.
41. Feelings of competence, hope, optimism and resilience make up _________________.
42. In the Challenge of _______________, leaders must weigh their commitments to different
groups.
43. A ____________________ leader is skilled at manipulating others for personal gain.
44. The ________________ organizational leader achieves organizational objectives at the
expense of followers.
45._____________ are key to developing authentic leadership.
46. The least effective leaders are passive-avoidant.
47. Transformational leaders avoid transactional leadership tactics.
48. Bruce Avolio is associated with both transformational and authentic leadership theory.
49. Constructive leadership behavior is much more common than destructive leadership
behavior.
50. Treating some followers better than others is a failure to meet the challenge of information
management.
51. Servant leadership is accepted by members of many different cultures.
52. Servant leaders rely on positional power when making decisions.
53. Impulsive, selfish people are often identified as leaders by others.
54. Followers can become too dependent on their transformational leaders.
55. Benevolent paternalism shares much in common with servant leadership.
56. What does it mean for organizational leaders to act as moral managers?
57. Explain what trigger events are and how they promote authentic leader development.
58. Name and explain the factors that make up transformational leadership.
59. What can you do to curb the selfish tendencies of your leaders?
60. Outline the differences between authentic transformational and pseudo-transformational
leaders.
61. How do followers benefit from authentic leadership?
62. What is the greatest moral challenge facing leaders? Defend your choice.
63. Why must good leaders be both ethical and effective?
64. How can you tell if a leader is toxic?
65. Compare and contrast transactional and transformational leadership.
66. Identify the similarities and differences between narcissistic and Machiavellian leaders.
67. Evaluate the behavior of an unethical leader using one of the categories of shadow leadership
provided in the chapter.
68. Must all ethical leaders be authentic? Defend your position.
69. As a leader, how can you ethically balance the need to treat each follower differently while
acting consistently?
70. Can transformational leaders also be unethical? Why or why not?
71. Determine if a leader is transformational using the dimensions of transactional and
transformational leadership.
72. Compare and contrast transformational leadership and servant leadership theories.
