Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
a. Management by exception-passive
b. Management by exception-active
c. Laissez-faire
d. Contingent reward
55. Contingent reward uses __________ reinforcement, whereas management by exception uses
________ reinforcement.
a. Negative; positive
b. Neutral; negative
c. Positive; negative
d. Negative; neutral
56. Management by exception involves
a. Giving individualized attention to employees.
b. Offering payoffs for employees who perform their duties.
c. Negotiating special rules and tasks with employees.
d. Correcting misbehavior by employees.
57. Which type of leadership gives no feedback and makes little effort to help followers satisfy
their needs?
a. Charismatic
b. Transactional
c. Laissez-faire
d. Democratic
58. Which of the following scholars presented an alternative transformational perspective that
included vision, social architect, trust, and positive self-regard?
a. Bennis and Nanus
b. Graen and Uhl-Bien
c. MacGregor Burns
d. Kouzes and Posner
59. Which of the following strategies did Bennis and Nanus find leaders use in transforming their
organizations?
a. Merit-based rewards
b. Visible recognition and awards for employees
c. Being predictable and reliable to instill trust
d. Challenging the process
60. Communicating a vision for the future of the organization in Bennis and Nanus’s research is
most similar to which of the transformational factors in the Full Range Model?
a. Individualized consideration
b. Idealized influence
c. Contingent reward
d. Inspirational motivation
61. Which of the following scholars presented an alternative transformational perspective that
describes five exemplary practices of leadership?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
a. Bennis and Nanus
b. Graen and Uhl-Bien
c. MacGregor Burns
d. Kouzes and Posner
62. Kouzes and Posner’s five practices that enable leaders to get extraordinary things
accomplished include all of these except
a. Inspire a shared vision.
b. Support contingent reward.
c. Challenge the process.
d. Model the way.
63. _______ presented an alternative transformational perspective that included modeling the
way, challenging the process, and encouraging the heart.
a. Bennis and Nanus
b. Graen and Uhl-Bien
c. MacGregor Burns
d. Kouzes and Posner
64. Transformational leaders are social architects because they
a. Create shared meanings for people within their organizations.
b. Maintain social relationships with individuals throughout the organization.
c. Develop social strategies and techniques.
d. Are strong, affable examples for their followers.
65. The challenge the process leadership practice is most similar to which of the transformational
factors in the Full Range Model?
a. Individualized consideration
b. Idealized influence
c. Intellectual stimulation
d. Inspirational motivation
66. Which leadership theories discussed in the text have noted one strength of the approach in its
“intuitive appeal”?
a. Behavioral, transformational, situational
b. Trait, behavioral, path-goal
c. Path-goal, situational, trait
d. Trait, skills, transformational
67. Which of the following is a strength of the transformational approach?
a. The MLQ has well-established validity
b. It contains trait-like attributes
c. It is widely researched
d. The models are precise
68. Transformational leadership is fundamentally morally uplifting. This suggests that
a. Use of coercive leadership cannot be considered leadership
b. All transformative leadership has a negative side
c. Using contingent reward cannot be considered leadership
d. Using management by exception cannot be considered leadership
69. Which of the following is not a strength of transformational leadership approach?
a. Broadly researched
b. Intuitive appeal
c. Expansive leadership view
d. Elitist and anti-democratic
70. Which of the following is not a criticism of transformational leadership approach?
a. Lacks conceptual clarity
b. Has potential to be abused
c. Expansive leadership view
d. Elitist and anti-democratic
71. Transformational leadership has been criticized for being elitist and anti-democratic,
meaning
a. It gives the impression that the leader is acting independently of followers
b. The research supporting transformational leadership was completed only on high-level leaders
c. Followers have the most influence in the organization
d. Leaders only look to leaders in higher positions than themselves for help creating vision
72. Transformational leadership
a. Tells leaders how to act
b. Tells followers how to act
c. Gives four specific actions leaders should use in multiple situations
d. Provides a general way of thinking about leadership, including follower needs
73. Transformational leadership
a. Is a valuable and widely used approach
b. Is not an approach that scholars find useful
c. Is not an approach that practitioners find useful
d. Is an approach used only at the upper-management levels
Multiple Selection
74. Transformational leadership can be used to
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
a. Influence followers individually
b. Influence only followers who want this type of leadership
c. Influence whole organizations
d. Influence only leaders who want this type of leadership
75. Zhu et al. tried to describe the transformational concept of “moral uplifting” and found
a. True transformational leadership negatively effects followers’ moral emotions
b. True transformational leadership positively effects followers’ moral emotions
c. True transformational leadership positively effects followers’ moral actions
d. True transformational leadership negatively effects followers’ moral actions
76. Charisma has been described as
a. A superhuman power
b. An exceptional personality characteristic
c. A special gift within all of us
d. A transactional behavior
77. Transformational leadership is concerned with
a. Improving performance of followers
b. Matching rewards to follower needs
c. Developing followers
d. Leadership for the greater good
78. Transformational leadership is positively related to
a. Job satisfaction
b. Regular bonuses
c. Performance
d. Follower disengagement
79. Transactional leadership is different from
a. Transformational leadership
b. Charismatic transformational leadership
c. Contingent reward
d. Management by exception
80. Transformational leadership stresses that leaders need to
a. Focus first on themselves; then the followers
b. Understand the needs of the followers
c. Adapt to the needs of the followers
d. Use transactional leadership for highly motivated followers
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
Question Type: MS
True/False
81. Transactional leadership refers to the bulk of leadership models.
a. True
b. False
82. Ryan White was more of a transactional leader than a transformational leader.
a. True
b. False
83. Charismatic leadership is often described in ways that make it similar to, if not synonymous
with, transformational leadership.
a. True
b. False
84. According to Bass, charisma is a necessary but not sufficient condition for transformational
leadership.
a. True
b. False
85. Laissez-faire leadership represents the absence of leadership.
a. True
b. False
86. The emergence of a vision should originate only from the leader, not the followers within the
organization.
a. True
b. False
87. A strength of the transformational model is the emphasis it places on followers’ needs,
values, and morals.
a. True
b. False
88. A criticism of transformational leadership is that it treats leadership as a personality trait.
a. True
b. False
89. Bass and Avolio suggest that transformational leadership cannot be taught since it results
from innate leadership characteristics.
a. True
b. False
90. Transformational leadership views leaders as social architects.
a. True
b. False
91. Transactional leadership focuses on the exchanges that occur between leaders and their
followers.
a. True
b. False
92. Charismatic leadership transforms followers’ self-concepts and tries to link the identity of the
followers to the collective identity of the organization.
a. True
b. False
93. Criticisms of transformational leadership are that it is elitist and antidemocratic, and it suffers
from heroic leadership bias.
a. True
b. False
94. Pseudotransformational leadership could be described as a form of socialized leadership.
a. True
b. False
95. Transactional leadership raises the level of motivation and morality in followers.
a. True
b. False
96. Kouzes and Posner’s research included a meta-analysis of over 30 studies of transformational
leadership.
a. True
b. False
97. Inspirational motivation is one of the factors in the transformational leadership model.
a. True
b. False
98. The original work on the theory of charismatic leadership was completed by House.
a. True
b. False
99. Research on transformational leadership is no longer being conducted.
a. True
b. False
100. The contingent reward factor is more effective than the management-by-exception passive
factor.
a. True
b. False
101. Explain the relationship between transformational, transactional, and charismatic
leadership.
102. How can transformational leadership practices affect organizations undergoing mergers?
103. Identify at least five effects that charismatic leadership can have on followers. Under what
conditions are these effects likely to occur? What cautions might you offer to followers of a
charismatic leader?
104. Compare and contrast the laissez-faire leader discussed in the transformation approach and
the delegating leader discussed in the Situational Leadership Model.
105. Describe how the transformational leadership factors in the Full Range Model of
Transformational Leadership are similar to Kouzes and Posner’s five practices of exemplary
leadership.
106. Explain and give examples for the four Is of transformational leadership. Must all four
factors be present for someone to be transformational?