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33. The framework for stewardship
involves:
a. separating the
"managing
"
and the
"doing"
of
work.
b. teams of workers responding to a changing
envirornnent.
c. the view that workers are basically
lazy.
d. the idea that few people should get paid simply to manage
work.
34. Which of the following forms of leadership was first described by Robert
Greenleaf?
a. Servant
leadership
b. Authoritarian
leadership
c. Participative
leadership
d.
Stewardship
35. A servant
leader:
a. helps others grow and develop and provides opportunities for
others.
b. expects subordinates to be
obedient.
c. is responsible for the emotional well-being of
subordinates.
d. is at the preconventional level of personal moral
development.
36. One of the four basic precepts in
Greenleafs
servant leadership model
is:
a. asking subordinates to follow
orders.
b. expecting core work teams to build the
organization.
c. putting self-interest before
service.
d. listening first to affirm others.
37. The management at Eastrock School of Business and Management has given janitors the responsibility of
managing
supplies while keeping within the budget. Thus, the janitors feel that they are part of the team that keeps
the
organization running smoothly. In the given scenario, the
management's
style
ofleadership is:
a. preconventional
management.
b. servant
leadership.
c. authoritarian leadership.
d. participative
management.
38. Leadership courage
means:
a. overemphasizing pleasing shareholders.
b. excessively promoting
self-interest.
c. reducing
boundaries.
d. staying with what is
familiar.
39. Which of the following is a way in which the importance of courage is obscured by leaders in large
organizations?
a. By pushing beyond the comfort
zone
b. By not
conforming
c. By asking for what they want and think is
right
d. By doing whatever brings promotions and pay
raises
40. Which of the following statements is true of
courage?
a.
It
helps one to initiate
change.
b.
It
prevents people from doing what they
want.
c.
It
allows greed and self-interest to overcome concern for the common
good.
d.
It
means the absence of
fear.
41. At InfraTrust Securities Inc., CEO William Klug refused to admit mistakes. Even though InfraTrust teetered on
the
brink of collapse, he refused to shift from his position. In the end, the company went bankrupt. This example
shows
that:
a. courage means accepting
responsibility.
b. leaders initiate
change.
c. courage means drawing strength from
others.
d. leaders make a real
difference.
42. The tendency of people to not voice their true thoughts because they want to please others is known
as:
a. the situational
theory.
b. the Abilene
paradox.
c. personal moral
development.
d. Theory
Y.
43. For leaders, pushing beyond the comfort zone and facing the internal "wall of fear" is an act
of:
a.
courage.
b. vision.
c. goal
setting.
d.
ethics.
44. Colleen is a medical researcher at Octogen Pharmaceuticals. She called attention to the illegal marketing of a
drug
produced by the company, despite threats from her superiors. Colleen's behavior can be best described
as:
a. unethical
behavior.
b. authoritarian leadership.
c.
stewardship.
d. whistleblowing.
45. Which of the
following
is a source of personal
courage?
a. Believing in a higher
purpose
b.
Becoming
a
participative leader
c. Opposing unethical
conduct
d. Giving in to anger and
frustration
46. A(n) leader possesses
humility, maintains
concern for the greater good, fulfills
commitments,
strives
for
fairness,
serves others, and shows
courage
to stand up for what is
right.
47. requires recognizing and adhering to ethical values and acknowledging the importance of human
meaning,
quality, and
higher purpose.
48. At the of personal moral development, individuals are egocentric and concerned with receiving
external
rewards and avoiding
punishments.
49. At the of personal moral development, the leader acts in an independent and ethical manner regardless
of
expectations
of
others.
50. is leadership in which the leader provides opportunities for others to gain materially and
emotionally.
51. The leadership mindset emphasizes tight top-down control, employee standardization and specialization,
and
management by impersonal measurement and
analysis.
52. is a belief that leaders are deeply accountable to others as well as to the organization, without trying
to
control others, defme meaning and purpose for others, or take care of
others.
53. In ,
employees
are
expected
to make
suggestions
for quality
improvements,
act as team
players,
and
take
greater
responsibility
for their own jobs, but they are not allowed to be true partners in the
enterprise.
54. is the mental and moral strength to engage in,
persevere through,
and
withstand
danger,
difficulty
or
fear.
55. is highly risky for employees because they may lose their jobs, be ostracized by coworkers, or be
transferred
to undesirable positions.
56. Briefly describe moral
leadership.
57. Briefly explain the concept of servant leadership as described by Robert
Greenleaf.
58. Briefly describe
courage.
59. Why is whistleblowing an act of
courage?
60. What are the ways in which leaders can unlock the courage within
themselves?
Essay
61. What pressures do leaders face that challenge their ability to work
ethically?
62. Describe the ethical climate in the U.S. business today. What could be done to change
it?
63. How can anger and frustration tum into
courage?
