Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
Multiple Choice
1. Which leadership theory is studied in a variety of disciplines, including nursing, education,
and industrial engineering?
a. Leader–member exchange theory.
b. Path–goal leadership theory.
c. Contingency theory.
d. Transformational leadership theory.
2. Which type of leadership is concerned with emotions, values, ethics, standards, and long-term
goals?
a. Authentic leadership
b. Transformational leadership
c. Servant leadership
d. Transactional leadership
3. Transformation leadership is an exceptional form of leadership that
a. Helps followers meet the tasks on their job descriptions
b. Reduces the workload of the followers
c. Increases the workload of the followers
d. Helps followers do more than what is usually expected
4. Research on transformational leadership
a. Is no longer being conducted
b. Is relatively sparse in modern times
c. Is prolific in modern times
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
d. Is at least 30 years old
5. Of the scholar(s) listed below, who argued that true leadership raises the moral values of
subordinates?
a. Bennis and Nanus
b. Graen and Uhl-Bien
c. MacGregor Burns
d. Kouzes and Posner
6. Transformational leadership does not
a. Create a connection between leaders and followers.
b. Increase the motivation and morality of followers.
c. Help followers reach their full potential.
d. Inadequately raise the level of motivation and morality in the leader and their followers.
7. Transformational leadership
a. Helps followers to transcend their own self-interests for the good of the group.
b. Communicates high expectations.
c. Is a process in which leaders and followers exchange efforts for specified rewards.
d. Is an interactive process in which the leader tries to shift power to those who are being led.
8. Pseudotransformational leadership
a. Aids followers in an exclusively superficial way.
b. Is socialized leadership concerned with the collective good.
c. Focuses on the leaders own interests rather than the interests of others.
d. Is an ineffective form of leadership.
9. Burns outlined leadership in his seminal work in 1978 and described leadership as
a. Quite different from power
b. Quite similar to power
c. Equivalent to power
d. About use of power and authority
10. Burns when discussing leadership in the context of what is now termed transformational
leadership
a. Found motivation in followers rarely existed
b. Found leaders to be interested mainly in the bottom line
c. Tried to link the roles of leadership and followership
d. Tried to link the roles of in-group members to leadership outcomes
11. Transactional leadership
a. Is not a very common leadership style
b. Is found in the bulk of leadership models
c. Is less commonly used than transformational leadership
d. Is used only in military leadership
12. José has consistently exceeded his sales projections for the past four quarters. His supervisor
gave him a promotion because of his high sales success. His supervisor is using
a. Transformational leadership
b. Middle-of-the-road leadership
c. Laissez-faire leadership
d. Transactional leadership
13. Jackson tries every day to show his leadership is consistent with the values of the
organization. This instills a strong sense of community and ethics within all levels of the
organization. Jackson is demonstrating
a. Transformational leadership
b. Transactional leadership
c. Pseudotransformational leadership
d. Contingent reward leadership
14. Molly focuses her leadership behaviors on helping followers reach their full potential as
human beings. She is using
a. Situational leadership
b. Path-goal leadership
c. Contingent reward leadership
d. Transformational leadership
15. Christie, Barling, and Turner (2011) describe pseudotransformational leadership as
a. Strong inspirational motivation
b. Inspired leadership focused on follower development
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
c. Strong inspirational talent that is manipulative
d. Inspired leadership focused toward other leaders
16. According to House, the following is not one of the specific types of behaviors commonly
exhibited by charismatic leaders:
a. Serving as a strong role model.
b. Giving structure to complex tasks.
c. Articulating ideological goals with moral overtones.
d. Arousing emotions.
17. Which type of leadership is most similar to transformational leadership?
a. Transitional.
b. Laissez-faire.
c. Transactional.
d. Charismatic.
18. House notes that charismatic effects are more likely to occur in
a. Contexts in which followers experience few difficulties.
b. Supportive environments.
c. Stressful situations.
d. Sympathetic relationships.
19. Which of the following is not a personality characteristic of charismatic leadership?
a. Agreeable
b. Dominant
c. Strong moral values
d. Desire to influence
20. To which research scholar is the charismatic theory of leadership attributed?
a. Avolio
b. Bass
c. Liden
d. House
21. Which personality characteristic of charismatic leadership is also a leadership trait?
a. Dominance
b. Self-confidence
c. Morality
d. Influential
22. A leader who communicates high expectations, shows competence, and sets a strong role
model is using behaviors of
a. Situational leadership
b. Path-goal leadership
c. Transactional leadership
d. Charismatic leadership
23. Charismatic leadership is often described as being similar to or even synonymous with
a. Transformational leadership
b. Adaptive leadership
c. Servant leadership
d. Transactional leadership
24. What type of leader uses creative deployment of self through positive self-regard and
emphasizes his or her strengths rather than dwelling on weaknesses?
a. Servant
b. Transformational
c. Path-goal
d. Transactional
25. Which answer best describes the elements of a model of transformational leadership?
a. Idealized influence, inspirational motivation, intellectual stimulation, individualized
consideration
b. Laissez-faire, contingent reward, management by exception, corrective transactions
c. Supporting, controlling, delegating, directing
d. Forming, storming, norming, performing
26. To create change, transformational leaders ______________.
a. Focus on the task at hand
b. Become strong role models for their followers
c. Value out-group members’ opinions
d. Leave followers to work on their own
27. The Full Range Model of Transformational Leadership contains how many transformational
leadership factors?
a. 1
b. 2
c. 4
d. 7
28. The Full Range Model of Transformational Leadership contains how many factors?
a. 1
b. 2
c. 4
d. 7
29. The continuum of transformational leadership contains
a. Two non-intersecting continua
b. Is one single continuum
c. Is made up of independent transformational variables
d. Is plotted on x and y axes to show variable interaction
30. Which researcher extended House’s work on transformational leadership?
a. Burns
b. Stogdill
c. Bass
d. Greenleaf
31. The model of transformational leadership asserts that transformational leadership motivates
followers to do more than expected by
a. Raising their consciousness about the value of specified goals
b. Providing specified rewards for good work
c. Encouraging work above and beyond to get promoted
d. Relying on the follower team to work together
32. Kathleen regularly meets with and coaches each of her followers in hopes to help them reach
their full potential. With some she is directive and with others she provides strong affiliation. She
is using
a. Transactional leadership
b. Situational leadership
c. Transformational leadership
d. Path-goal leadership
33. The idealized influence factor is measured on the following components:
a. Attributional and behavioral components
b. Charisma and inspirational components
c. Intellectual stimulation and individualized consideration components
d. Positive self-regard and encouraging-the-heart components
34. What makes it difficult to use the term transformational leadership when referencing leaders
such as Saddam Hussein and Adolf Hitler?
a. Transformational leadership focuses on the leader’s own interests.
b. Hussein and Hitler had no redeeming qualities.
c. Transformational leadership is effective; Hussein and Hitler’s leadership styles were not.
d. Transformational leadership includes transforming, but only in a positive way.
35. Which factor of transformational leadership supports followers as they try new approaches
and develop innovative ways of dealing with organizational issues?
a. Inspirational motivation
b. Intellectual stimulation
c. Individualized consideration
d. Idealized influence
36. Which of the following is not a factor of transformational leadership?
a. Intellectual stimulation
b. Inspirational motivation
c. Contingent reward
d. Charisma
37. Elena is a sales manager who encourages her employees through motivation to be committed
to and a part of the shared vision of the organization. Elena is demonstrating which factor of
transformational leadership?
a. Inspiration
b. Intellectual stimulation
c. Individualized consideration
d. Idealized influence
38. Optimism is a mediating factor in transformational leadership that affects
a. Employee job satisfaction.
b. Employee engagement.
c. Employee liking of the supervisor.
d. Employee self-esteem.
39. The idealized influence factor in the full-range model is considered more effective than
a. Individualized consideration
b. Inspirational motivation
c. Intellectual stimulation
d. Contingent reward
40. Management by exception-active is
a. A form of transformational leadership
b. The non-leadership factor
c. A form of transactional leadership
d. More effective than contingent reward
41. Which transformational factor is most like charismatic transformational leadership?
a. Inspirational motivation
b. Contingent reward
c. Individualized consideration
d. Idealized influence
42. Hao is a new lawyer in your real estate law firm who comes highly recommended to you
because of his high intelligence and experience with real-estate law. You encourage him to be
creative and use innovation in problem solving when working on cases. You are using which
transformational factor?
a. Intellectual stimulation
b. Contingent reward
c. Individualized consideration
d. Idealized influence
43. Purposely choosing to give a civil rights speech in a location that is symbolic of past civil
rights successful actions is an example of a leader using what transformational factor?
a. Intellectual stimulation
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
b. Contingent reward
c. Inspirational motivation
d. Management by exception-active
44. Which produces greater effects than transactional leadership?
a. Individualized consideration
b. Contingent reward
c. Management by exception-passive
d. Influential morality
45. Which factor describes leaders who communicate high expectations and engage followers to
be part of a shared vision?
a. Individualized consideration
b. Inspirational motivation
c. Idealized influence
d. Intellectual stimulation
46. Which factor in the full model of transformational leadership includes mentoring and helping
followers grow through personal challenges?
a. Individualized consideration
b. Inspirational motivation
c. Contingent reward
d. Intellectual stimulation
47. Which factor in the full model of transformational leadership encourages followers to be
creative and innovative?
a. Individualized consideration
b. Inspirational motivation
c. Idealized influence
d. Intellectual stimulation
48. Which factor in the full model of transformational leadership is the emotional factor in which
leaders act as strong role models for followers?
a. Individualized consideration
b. Inspirational motivation
c. Idealized influence
d. Intellectual stimulation
49. The contingent reward factor
a. Is a reciprocal process of mutual influence
b. Is a reciprocal process between two followers
c. Is a process where follower effort is exchanged for specified rewards
d. Is a negotiated process with equal rewards for follower and leader
50. The passive form of management by exception
a. Is considered non-leadership
b. Is more effective than the active form
c. Is similar to individualized consideration
d. Is enacted only once problems arise
51. The active form of management by exception
a. Is slightly more effective than the passive form
b. Is considered non-leadership
c. Is similar to individualized consideration
d. Is enacted only once problems arise
52. You provide a pay raise to a follower who has received high scores on annual performance
reviews two years in a row. You are demonstrating
a. Management by exception-passive
b. Management by exception-active
c. Individualized consideration
d. Contingent reward
53. I am a leader who watches my staff carefully and stops them immediately when they make a
mistake. I am using
a. Management by exception-passive
b. Management by exception-active
c. Intellectual stimulation
d. Contingent reward
54. I prefer to wait until the annual performance review time to deliver bad news about poor
performance to my followers. I am using