1. The leader demands instantaneous obedience and focuses on achievement, initiative, and self-control.
a. democratic
b. coaching
c. affiliative
d. coercive
e. pacesetting
2. Which of the following types of leaders attempts to create employee satisfaction through bartering or negotiating for
desired behaviors or level of performance?
a. Pacesetting leaders
b. Coercive leaders
c. Transactional leaders
d. Transformational leaders
e. Transmogrified leaders
3. Which of the following is not a habit of ethical leaders?
a. They are primarily concerned with themselves.
b. They are proactive.
c. They have a passion to do right.
d. They are concerned with stakeholders’ interests.
e. They are role models for organizational values.
4. Which of the following leadership types has a strong influence on coworker support and building an ethical culture
through increasing employee commitment and fostering motivation?
a. Transformational leaders
b. Transactional leaders
c. Coercive leaders
d. Pacesetting leaders
e. Authoritative leaders
5. A coaching leader builds a positive climate by
a. valuing people, their emotions, and their needs.
b. focusing on communication across all layers of the organization.
c. inspiring employees to follow their departmental leaders without question.
d. focusing on achievement, initiative, and self-control.
e. developing skills for success, delegating responsibility, and issuing challenging assignments.
6. Which leadership type values people, their emotions, and their needs and relies on friendship and trust to promote
flexibility, innovation, and risk taking?
a. Authoritative leadership
b. Coaching leadership
c. Pacesetting leadership
d. Coercive leadership
e. Affiliative leadership
7. Sherry’s leadership style often creates a negative working climate because of the high standards she sets. Sherry is
most likely a(n) leader.
a. autocratic
b. democratic
c. pacesetting
d. empathetic
e. coercive
8. are a primary influence on employee’s ethical behavior because they are role models for the organization’s
values.
a. Friends
b. Parents
c. Peers
d. Coworkers
e. Leaders
9. As one of the seven habits of strong ethical leaders, is “the glue that holds ethical concepts together.” This
trait can be developed early in life or developed over time through experience.
a. adequate compensation
b. good employees
c. the passion to do right
d. charisma
e. a great education
10. The leader can create a negative climate because of the high standards that he or she sets. This style works
best for attaining quick results from highly motivated individuals who value achievement and take initiative.
a. authoritative
b. affiliative
c. democratic
d. coaching
e. pacesetting
11. The of an organization can influence the acceptance of, adherence to, transmittal, and monitoring of
organizational norms, values, and codes of ethics.
a. nation of origin
b. locus of control
c. leadership style
d. production methods
e. opportunity
12. Ethical leadership should be based on
a. holistic thinking that embraces the complex issues facing firms every day.
b. a strong shareholder desire for profits.
c. the opinions of a leader who defines success in terms of group gratification.
d. short-term thinking that looks at the firm’s health on a day-to-day basis.
e. people who embrace a transactional style of leadership.
13. A fundamental problem in traditional personal character development is that specific vales are used to teach about a
philosophy, which may be inappropriate where cultural diversity and privacy must be respected. A solution is
a. to teach more general values to develop a set of basic beliefs.
b. to ignore moral philosophies and to train solely based on the organization’s code of conduct.
c. to teach completely different values and skills in different cultural environments.
d. to teach individuals intellectual skills that address the complexities of ethical issues in business.
e. to teach individuals the literary canons of the major philosophers from both western and eastern religions.
14. Strong ethical leaders have a passion for all of the following except to
a. do the right thing.
b. be proactive
c. consider stakeholder interests
d. be role models for the organization and its employees.
e. satisfy shareholders before other stakeholder groups.
15. Leaders whose decisions and actions are contrary to the firm’s values send a signal
a. that the firm’s values are trivial or irrelevant.
b. that they are providing a good example of what not to do.
c. that the firm’s corporate culture is highly important.
d. that they are working toward improving the ethical culture of the firm.
e. that they care about the environment.
16. Which attribute of ethical leaders will not be effective unless the leader is personally involved in the organization’s
key ethical decisions?
a. Stakeholder compassion
b. Proactive leadership
c. Transparency
d. Moral philosophy
e. Compensation
17. Which type of leader relies on participation and teamwork to reach collaborative decisions?
a. Transformational
b. Coercive
c. Democratic
d. Coaching
e. Pacesetting
18. What is not a necessity for strong ethical leaders to make good decisions?
a. Complete information
b. Courage
c. Experience making the right decisions
d. Knowledge
e. The ability to coerce subordinates
19. Which of the following is not a way to avoid groupthink in small-group decision making?
a. Express the need to examine all alternatives.
b. Assign one person to be “Devil’s advocate”.
c. Discourage team members from discussing the group’s ideas with people outside the group.
d. Set up a number of independent groups to work on the same issue.
e. Emphasize to each team member that he or she is a “critical evaluator” with the responsibility to express
opinions and objections freely.
20. is the ability or authority to guide and direct others toward a goal.
a. Leadership
b. Collaboration
c. Democracy
d. Transparency
e. Pacesetting
21. These leaders are characterized as having superficial charm, no conscience, grandiose self-worth, little or no
empathy, and enjoy flouting rules.
a. Unethical leaders
b. Psychopathic leaders
c. Apathetic leaders
d. Ethical leaders
e. Charismatic leaders
22. This occurs when there are two or more positions on an ethical decision.
a. Ethical leadership
b. Competing leadership
c. Ethical conflicts
d. Empowerment
e. Interpersonal communication
23. Leaders having a(n) conflict management style are highly assertive and not very cooperative.
a. Accommodating
b. Avoiding
c. Collaborating
d. Competing
e. Compromising
24. Leaders having an accommodating conflict management style are
a. Highly assertive and not very cooperative.
b. Not effective because they avoid conflict at any costs – even if it leads to misconduct.
c. Highly cooperative but non-assertive.
d. In between the assertiveness and cooperativeness dimensions.
e. Cooperative and assertive.