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Chapter 6: New Models for Leadership: Neo-Charisma, Inspiration, and the
Relationship with Followers
Multiple Choice Questions
1. The modern approach to charismatic leadership is primarily associated with which of the following
researchers?
a. Bass and House
b. Stogdill and Fiedler
c. Kirkpatrick and Locke
d. Vroom and Yetton
2. Which of the following is one of the advantages of the charismatic approach to leadership over the
contingency approaches?
a. They focus on middle level managers.
b. They show the importance of the task.
c. They highlight the importance of the emotional links.
d. They allow us to measure traits more accurately.
3. Theories of charismatic leadership are closely related to which of the other models of leadership?
a. contingency models
b. resource utilization models
c. exchange and relationship development models
d. behavior models
4. The word charisma has Greek origins and means:
a. leadership
b. a divine gift
c. power and inspiration
d. talented
5. Which one of the following is not one of the required elements of charismatic leadership?
a. Characteristics of the leader
b. Characteristics of followers
c. The situation
d. The organization
6. Charismatic leaders and their followers:
a. have a complex exchange relationship.
b. are often very similar to each other.
c. tend to be distant from each other.
d. share an intense emotional bond.
7. Which one of the following is not one of the characteristics of charismatic leaders? –
a. High self-confidence
b. Strong conviction about ideas
c. High energy and enthusiasm
d. High task focus
8. Mahatma Gandhi and Martin Luther King are both examples of charismatic leaders. They both
demonstrated:
a. little self-doubt about their direction and action.
b. the ability to allow followers to participate in decision making.
c. the ability to organize tasks.
d. excellent delegation skills.
9. The charismatic leader’s __________ motivates followers and creates a self-fulfilling prophecy.
a. communication skills
b. task focus
c. high level of energy
d. high self-confidence
10. The charismatic leader’s __________ helps define and frame their vision and the mission of the group
and the organization.
a. communication skill
b. task focus
c. high level of energy
d. high self-confidence
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11. President Obama’s message of “Yes we can” is an example of this quality of charismatic leaders
a. Communication skills
b. Commitment
c. Self Confidence
d. Extraordinary behavior
12. Hatim Tyabji of Bytemobile, Inc. considers _________ is essential to leadership.
a. charisma
b. enthusiasm
c. passion
d. authenticity
13. J.F. Kennedy’s, Hilter’s, and Castro’s use of language, symbols, and imagery is an example of this
quality of charismatic leadership.
a. Ability to communicate.
b. Ability to show their commitment.
c. To serve as role models.
d. To show that they believe in what they do.
14. Which of the following is not a characteristic of charismatic leaders?
a. Excellent communication skills
b. Strong level of conviction
c. High energy and enthusiams
d. Ability to make decisions on their own
15. Researchers suggest that by offering an appealing vision of the future, charismatic leaders are able to:
a. impress their followers.
b. change how followers perceive what needs to be done.
c. satisfy followers.
d. recruit good followers.
16. Followers will only follow a charismatic leader if:
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a. they believe change is needed.
b. they are motivated.
c. they have clear rewards waiting for them.
d. they are confident.
17. As leaders perform well and demonstrate competence and loyalty to the group, and develop a bond
with followers, followers provide them with tremendous leeway and allow them to move the group in
new directions. This process is called:
a. transformational leadership.
b. charismatic leadership.
c. idiosyncrasy credit.
d. conformity and deviance.
18. Charismatic leaders are more likely to emerge:
a. in collectivistic culture.
b. in formal organizations.
c. when followers are loyal.
d. in times of crisis.
19. When there is a perceived need for change, charismatic leaders are often successful by:
a. using fear to motivate their followers.
b. articulating a new vision.
c. establishing clear rewards.
d. promoting cooperation.
20. The internal organizational conditions that facilitate the emergence of charismatic leadership include
all but one of the following:
a. early or late stages of the organizational life cycle.
b. complex and ambiguous tasks.
c. flexible and organic structures.
d. enthusiasm for change.
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21. ____________ are ideal situations for the emergence of charismatic leadership.
a. Well-established organizations
b. Complex and ambiguous tasks
c. Stable and well structured
d. Routine and boring
22. In which type of cultures are charismatic leaders more likely to emerge?
a. In horizontal collectivistic cultures that are egalitarian.
b. In high power distance cultures where followers are used to strengthen leadership.
c. In cultures that have a tradition of prophetic salvation.
d. In cultures that are more emotional and value interpersonal relationships.
23. In Confucian cultures such as Japan and China, charismatic leaders emerge based on:
a. an intense emotional bond with followers.
b. religious fervor.
c. assertiveness and direct communication.
d. image of competence and moral courage.
24. Communication with followers is universally valued as a positive leadership characteristic. However,
in ___________ leaders are effective when they communicate non-aggressively and softly, while in
___________ effective leaders are bold and assertive.
a. China; India
b. Mexico; U.S.
c. Iran; Brazil
d. Vietnam; Cambodia
25. Although ____________ is an important component of leadership in the U.S., it is generally not
valued in many other cultures.
a. team building
b. risk-taking
c. decisiveness
d. intelligence
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26. Which characteristic is not a culturally-contingent aspect of charismatic leadership?
a. risk taking
b. how much the leader is seen as an equal
c. enthusiasm
d. communication
27. Charismatic leadership has the potential for abuse because:
a. charismatic leaders are often unethical.
b. power tends to corrupt leaders.
c. of the emotional bond with followers.
d. follower are often weak.
28. The primary difference between ethical and unethical charismatic leaders is that:
a. unethical charismatic leaders abuse their followers.
b. unethical charismatic leaders focus on their own goals.
c. unethical charismatic leaders do not provide a vision.
d. unethical charismatic leaders set unrealistic goals.
29. Based on research by Howell, unethical charismatic leaders are also called __________, while ethical
charismatic leaders are also called __________.
a. devious; direct
b. ineffective; effective
c. immoral; moral
d. personalized; socialized
30. Which of the following is not one of the potential liabilities of charismatic leaders?
a. They often fail to manage details.
b. They don’t develop their successors.
c. They fail to reach their goals.
d. They creative disruptive in-group and out-groups.
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31. Research on charismatic leadership indicates that:
a. it has the potential for both negative and positive impact on an organization.
b. it tends to address many of the problems today’s organizations face.
c. it is a good training tool for leadership.
d. it is appropriate in Western cultures as the primary leadership tool to improve
organizational performance.
32. Research on charismatic leadership indicates that:
a. it is difficult to measure
b. it does not have a lot of reliability
c. it is a powerful and undeniable part of leadership in Western cultures
d. it does not apply to non-Western cultures
33. Transformational leadership addresses which of the following questions?
a. Who is a better leader?
b. How do leaders use their resources ethically?
c. What roles do followers play in transforming the leader?
d. How do leaders create and sustain change?
34. ___________ and __________ are both different types of transactional leadership.
a. Follower maturity; power
b. Individualized attention; charisma
c. Contingent reward; management by exception
d. Intellectual stimulation; inspiration
35. The contingency models such as Path-Goal Theory focus on ___________.
a. how leaders use their resources
b. the transaction between leaders and followers
c. the relationship between leaders and followers
d. the role followers play in leadership effectiveness
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36. While transformational leadership theory has been found to enhance leadership effectiveness, it fails
explain:
a. why leaders fail
b. how to train leaders
c. how leadership works in different sitauations
d. employee engagement
37. The concept of contingent reward is part of which theory of leadership?
a. Contingency Model
b. Normative Decision
c. Substitutes for leadership
d. Transactional leadership
38. The case of the Rocky Flats nuclear site in Colorado provides an example of successful use of
____________. Employees were given specific performance goals and generous rewards when they
reached the goals.
a. contingent reward
b. leader member exchange
c. leader authoritarian decision making
d. management by exception
39. Management by exception MBE involves:
a. little interaction between leaders and followers, except when things go wrong.
b. the leader leaving followers alone and empowering employees to make decisions.
c. providing direction only in challenging situations rather than on a routine basis.
d. managing exceptional followers only.
40. Contingent reward can have positive impact on followers and performance; however, ___________
often leads to frustration and dissatisfaction.
a. transactional leadership
b. management by exception
c. the leader’s task focus
d. transformational leadership
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41. Transformational leadership concepts were proposed:
a. to implement Japanese management methods in Western countries.
b. to address the need to revitalize organizations.
c. as a replacement for transactional leadership theories.
d. to address the challenges of cultural differences.
42. According to the textbook, how many factors are part of transformational leadership?
a. Two
b. Three
c. Four
d. Five
43. Transformational leadership factors include all but one of the following.
a. charisma and inspiration
b. intellectual stimulation
c. individual consideration
d. internal clarification
44. The ____________ factor of transformational leadership develops followers’ trust, overcomes their
resistance to change and makes it possible for them to consider and undertake change.
a. charisma and inspiration
b. intellectual stimulation
c. individual consideration
d. internal clarification
45. The ___________ factor of transformational leadership empowers followers and challenges them to
come up with novel solutions.
a. charisma and inspiration
b. intellectual stimulation
c. individual consideration
d. internal clarification
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46. The __________ factor of transformational leadership motivates followers and encourages them to
perform better.
a. charisma and inspiration
b. intellectual stimulation
c. individual consideration
d. internal clarification
47. Transformational leadership behaviors address which of the elements of the definition of leadership?
a. external adaptation
b. internal functioning
c. follower satisfaction
d. goal achievement
48. Research examining gender and transformational leadership found women to demonstrate different
tendencies than men. Which was not one of these tendencies?
a. cooperation
b. assertiveness
c. expressiveness
d. concern for others
49. Which dimension of culture was found to be most receptive to transformational leadership?
a. high power distance
b. low uncertainty avoidance
c. collectivist
d. individualistic
50. Additional research is needed to further develop the transformational leadership theory. Areas that
need particular attention include all the following except:
a. in the measurement of transformational leadership behaviors.
b. regarding how to teach leaders the various transformational behaviors.
c. the relationship of transformational leadership to other personality traits.
d. the basic propositions of the model.
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51. Antonio has been through a training to become a transformational leader. He has learned to provide a
vision and project confidence. Based on that training, what else should he do?
a. Create clear reporting structures.
b. Motivate employees using rewards and punishment.
c. Treat everyone equally and fairly.
d. Establish a personal relationship with followers.
52. Sir Richard Branson, founder of the Virgin Group believes that ____________ is at the heart of good
leadership.
a. controlling operations
b. establishing a clear vision and communicating well
c. encouraging people and hearing their input
d. assuring succession for his company
53. Robert Greenleaf was the first to propose this concept of leadership:
a. Transactional leadership
b. Servant leadership
c. Transformational leadership
d. Heroic leadership
54. This quality of servant leadership is not typically part of Western conceptions of organizational
leadership.
a. Empowerment
b. Being first among equals
c. Contingent rewards
d. Referent power
55. Values-based leadership is closely related to and leadership.
a. path-goal; charismatic
b. charismatic; authentic
c. contingency; transformational
d. transformational; authentic
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56. Bill George, former CEO of Medtronics, believes leadership should provide the moral compass for
organizations which can have a long-lasting impact on followers. Which leadership approach best
describes Bill’s perspective?
a. charismatic leadership
b. path-goal theory
c. transactional leadership
d. authentic leadership
57. . Which is not a characteristic of the model of authentic leadership?
a. understanding their own purpose
b. display narcissistic tendencies
c. practice solid values
d. demonstrate self-discipline
58. George’s framework of authentic leadership includes ________ as the key component.
a. understanding the environment and employees
b. forming stakeholder relationships
c. understanding employees and developing them
d. understanding personal strengths and developing them
59. Howard Schullz, cofounder and CEO of Starbucks, created an organization based on what matters
most to him. As a child his family struggled without health benefits after his father lost his job.
Howard created a culture that takes care of their employees with one of the most comprehensive
health care benefits’ plan of any corporation. This example best represents which leadership
approach?
a. path goal leadership
b. authentic leadership
c. charismatic leadership
d. transactional leadership
60. The roots of authentic leadership can be traced as far back as .
a. Bass and Avolio
b. Rogers and Maslow
c. House and Fielder
d. Kirkpatrick and Locke
61. Avolio and Gardner’s definition of authentic leadership included dimensions.
a. two
b. three
c. four
d. five
62. Trusting one’s emotions, motives, complexities, abilities and potential inner conflicts refers to which
component of authentic leadership?
a. self-awareness
b. unbiased processing
c. behaviors motivated by personal convictions
d. transparency
63. refers to the ability to consider, within reasonable limits, multiple perspectives and inputs in a
balanced manner.
a. self-awareness
b. unbiased processing
c. behaviors motivated by personal convictions
d. transparency
64. The ability to disclose and share information about self appropriately refers to which component of
authentic leadership?
a. self-awareness
b. unbiased processing
c. behaviors motivated by personal convictions
d. transparency
65. Authentic leaders win over followers by .
a. making effective use of rational persuasion
b. using arguments and rhetoric
c. the strength of their belief
d. developing coalitions and social networks