True / False
1. Charismatic leaders are easy-going, natural people who tend to minimize impression management.
a.
True
b.
False
2. One of the effects of charismatic leadership is the creation of a wide gap between the beliefs of the leader and those of
group members.
a.
True
b.
False
False
Easy
3.1
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3. Being perceived as charismatic can often be important for a top-level leader to hold on to his or her position.
a.
True
b.
False
True
Easy
3.1
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False
Easy
3.1
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4. A socialized charismatic leader is concerned primarily with using power for the good of other people.
a.
True
b.
False
True
Easy
3.1
5. An essential part of being a charismatic and transformational leader is to offer constituents a vision of the future.
a.
True
b.
False
True
Easy
3.1
6. Charismatic leaders are much more conservative than average with respect to risk taking.
a.
True
b.
False
False
3.1
7. To be truly effective for the purpose of charismatic leadership, a metaphor should appeal to the intellect, imagination,
and values.
a.
True
b.
False
True
Easy
3.1
8. Management by storytelling is a method used by charismatic and transformational leaders to discipline employees and
involves telling them stories about what happened to other employees who stepped out of line.
a.
True
b.
False
False
Easy
3.3
9. Brain research suggests that people who are perceived to be visionaries have much higher levels of activity in certain
areas of the brain than do non-visionaries.
a.
True
b.
False
True
Easy
10. An effective vision is aligned with the goals and dreams of group members.
a.
True
b.
False
True
Easy
3.2
11. To develop your personal brand, it is recommended that you focus on patching up your weaknesses.
a.
True
b.
False
False
Easy
3.4
12. Displaying an in-your-face attitude can contribute to a person’s charisma.
a.
True
b.
False
True
Easy
3.2
13. To highly motivate organizational members, the transformational leader attempts to get constituents to focus on their
self-interest.
a.
True
b.
False
False
Easy
14. The effective transformational leader deliberately creates distrust throughout the organization so he or she will be
needed to decrease the confusion.
a.
True
b.
False
False
Easy
15. An effective strategy for a transformational leader is to concentrate resources on the areas most in need of change and
with the biggest possible payoff.
a.
True
b.
False
True
3.4
16. Despite the urgency of turning around an organization, the transformational leader is likely to encourage the personal
development of staff members.
a.
True
b.
False
True
Easy
17. Transformational leaders who are also charismatic will typically establish a vision for constituents to follow.
a.
True
b.
False
True
Easy
3.4
18. A synthesis of studies showed that laissez-faire leadership is more likely to produce positive results for than the
organization than will transformational leadership.
a.
True
b.
False
Easy
19. A study indicated that transformational leadership of teams is likely to help the team feel more capable, and also
perform better.
a.
True
b.
False
True
Easy
20. A recommended way of enhancing your charisma is to make others feel unimportant so you will appear strong in
contrast.
a.
True
b.
False
False
Easy
False
Easy
21. A study showed that attributions of charisma are heavily influenced by:
a.
the network to which the leader belonged.
b.
a person’s mood at the time.
c.
the leader’s sex, ethnicity, and race.
d.
members of a person’s network.
22. A key point about charisma is that it is a(n):
a.
relationship between the leader and the group members.
b.
substitute for leadership skill.
c.
exploitation of group members.
d.
characteristic of democratic leaders.
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23. Charismatic leaders are likely to cultivate relationships with group members by means of
a.
threats of punishment for noncompliance.
b.
deliberately appearing manipulative and unforgiving.
c.
revealing their true selves to others.
d.
impression management.
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24. We know that charismatic leadership has taken place when
a.
b.
c.
d.
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25. The personalized charismatic leader uses power to:
a.
further his or her own interests.
b.
benefit others.
c.
heal organizational wounds.
d.
divinely inspire others.
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26. A transformational leader is one who:
a.
transforms his or her style to fit the situation.
b.
makes major changes in the organization.
c.
changes his or her personality characteristics to meet the needs of group members.
d.
moves up the corporate ladder rapidly.
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27. A vitally important part of being a charismatic leader is:
a.
asking group members perceptive questions.
b.
being emotionally expressive and warm.
c.
being laid back and emotionally supportive.
d.
having a large network of contacts.
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28. Charismatic leaders are characterized as:
a.
having considerable internal conflict.
b.
creating distrust among constituents.
c.
minimizing risks.
d.
being willing to use unconventional strategies.
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29. A charismatic leader will often:
a.
be low key about his or her accomplishments.
b.
be a low risk taker.
c.
procrastinate about major decisions.
d.
challenge, prod, and poke other people.
30. A vision deals mostly with:
a.
a forecast of future business conditions.
b.
seeing clearly what needs to be done to fix organizational problems.
c.
the ability to imagine different and better conditions and the ways to achieve them.
d.
finding creative ways to reward organizational members.
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31. Brain research about visions suggests that visionaries in contrast to non-visionaries:
a.
have different levels of brain activity.
b.
are less intelligent.
c.
have less capacity for visual processing.
d.
show less brain activity.
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32. Which of the following would most likely be a vision for Avon Products?
a.
Get more men to purchase our products.
b.
Become the ultimate relationship marketer of products and services for women.
c.
Increase sales to underdeveloped countries by 5 percent per year.
d.
Develop five new products per year.
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33. Charismatic leaders use visions for the important purpose of:
a.
keeping team members in line.
b.
conducting transactions with people.
c.
celebrating accomplishments.
d.
inspiring group members.
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34. Which one of the following is not particularly recommended as a method of formulating a vision?
a.
Searching out vision statements formulated by others
b.
Gathering input on what might delight group members
c.
Studying historical precedents
d.
Using your intuition about developments in your field
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35. To apply “management by storytelling,” the leader should
a.
tell stories about unsuccessful competitors.
b.
tell fascinating stories about the company to employees.
c.
reward and punish group members based on anecdotal evidence.
d.
evaluate morale based on anecdotal evidence.
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36. Charismatic leaders use metaphors and analogies primarily to:
a.
convince group members that they are confident.
b.
inspire team members.
c.
craft an articulate and highly emotional message.
d.
gear language to different audiences.
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