True I
False
I. Moral leadership is about distinguishing right from wrong and doing right, seeking the just, the honest, and the good
,
and the right conduct in achieving goals and fulfilling purpose.
a.
True
b.
False
2. Unethical leaders are not preoccupied with their own importance; they keep the focus on
employees.
a.
True
b.
False
3.
Standing
up for what is right is a primary way in which leaders create an
environment
of
integrity.
a.
True
b.
False
4.
Unethical
leaders tend to take all the credit for
successes,
but they blame others when things go
wrong.
a.
True
b.
False
5. Employees learn about the values that are important in the organization by watching
leaders.
a.
True
b.
False
6. A leader who is visionary, empowering, and committed to serving others is operating at the postconventional
or
principled level of personal moral development.
a.
True
b.
False
7. At the
preconventionallevel
of personal moral development, people learn to conform to the expectations of
others.
a.
True
b.
False
8. Participative management encourages managers to direct and control
employees.
a.
True
b.
False
9. A principle of stewardship is to localize decisions and power to those closest to the work and the
customer.
a.
True
b.
False
10. Stewardship is a belief that leaders are deeply accountable to others as well as to the organization, without trying
to
control
others.
a.
True
b.
False
11. Authoritarian management takes stewardship assumptions about leaders and followers one step
further.
a.
True
b.
False
12. Stewardship leaders guide the organization without dominating it and facilitate followers without controlling
them.
a.
True
b.
False
14. To take a chance and improve things means leaders have to push beyond their comfort
zone.
a.
True
b.
False
15. Anger and frustration cannot be used for positive
outcomes.
a.
True
b.
False
16. Which of the following is demonstrated by influential leaders?
a. Nourishing their egos
b. Confidence and
commitment
c. Breach of
agreements
d. Shiftingblarne1oo1hers
17. Which of the following is an example of an ethical pressure that challenge the ability of leaders to do the right
thing?
a. Showing respect to each
individual
b. Meeting the demands of vendors or business
partners
c. Possessing humility
d. Encouraging and developing others
18. The ethical pressures that challenge leaders
include:
a. doing the right thing despite pressure to increase
profits.
b. fmding new products and services to remain
competitive.
c. involving employees in teamwork despite individual competition.
d. selecting employees with the technical
skills.
19. Scott
Thompson resigned
as the CEO of Yahoo after only four months on the job
because
reports
revealed
he
had
inaccurately
claimed on his resume that he had a degree in
computer
science. This is an
example of:
a. arrogance.
b. unethical
behavior.
c. servant
leadership.
d.
stewardship.
20. Which of the
following
is a
behavioral
trait of unethical
leaders?
a.
Establishing
and
communicating
ethics
policies
b. Withholding help and
support
c.
Rewarding
ethical
conduct
d. Setting
examples
for
others
21. The actions that make leaders go wrong
include:
a. breaching
agreements.
b. promoting follower development.
c. having the courage to confront unjust
acts.
d. taking responsibility.
22. Peers and subordinates with lax ethical
standards:
a. do what they believe is
right.
b. feel free to act as they
choose.
c. show a commitment to ethics in their
behavior.
d. create open-door
policies.
23. Patricia is a member of the board of directors
ofBrightlake
Medical College. She fires a teacher with
lax
ethical standards who treats his colleagues unfairly. In the given scenario, she is committed
to:
a. creating closed-door policies.
b. avoiding shareholder questions.
c. firing principals who do not produce short-term results.
d. sound ethics and
transparency.
24. Leaders can create organizational systems that support ethical behavior
by:
a. showing tolerance for ethics
violations.
b. establishing vague ethics policies.
c. establishing general ethics policies.
d. creating open-door policies.
25. Moral leadership is about:
a. distinguishing right from
wrong.
b. taking away from others to enhance
oneself.
c. rewarding unethical
conduct.
d. nonconformity.
26. People at the conventional level of personal moral
development:
a. act in their own
interest.
b. follow internalized universal principles of justice and right.
c. follow authority with blind obedience.
d. fulfill duties and obligations of the social
system.
27. Most adults operate at level of
personal
moral
development.
a.
one
b.
two
c.
three
d.
four
28. At the of
personal
moral
development,
a leader can
balance self-interest
with a
concern
for others and
for
the
common good.
a. conventional
level
b.
preconventionallevel
c. postconventionallevel
d.
paraconventionallevel
29. A leader at the
postconventionallevel
of personal moral development focuses
on:
a. getting a high return on
investment.
b. focusing and acting only on short-term
goals.
c. serving others and a higher
cause.
d. excessively promoting
self-interest.
30. transcend
self-interest
to serve the needs of
others.
a.
Au1horitarianrnanagers
b. Participative
managers
c. Servant
leaders
d.
Stewards
31. Servant leadership is a form
ofleadership
in
which:
a. leaders are deeply accountable to
others.
b. leaders do not provide opportunities for material gains.
c. self-interest is replaced by providing for the needs of
others.
d. power, purpose, and privilege reside with those at the top of the
organization.
32. Which of the following forms
ofleadership
emphasizes tight top-down control, employee standardization and
specialization, and management by impersonal measurement and
analysis?
a.
Stewardship
b. Authoritarian
management
c. Servant
leadership
d. Participative
management