1. Max Weber used the term “charisma” to explain a form of influence based on traditional or legal−rational authority
systems.
a.
True
b.
False
2. Charisma is something found solely in the leader as a psychological phenomenon.
a.
True
b.
False
False
Moderate
p. 321
MGMT.LUSS.16.09-01 – LO: 09–01
Conceptual
3. Max Weber believed that charismatic leadership is born out of stressful situations.
a.
True
b.
False
True
Moderate
p. 322
MGMT.LUSS.16.09-02 – LO: 09–02
Conceptual
False
Moderate
p. 321
MGMT.LUSS.16.09-01 – LO: 09–01
Conceptual
4. Some theorist believe charismatic leadership is born out of crisis, some theorist believe charismatic leadership is the
result of the leader’s innate abilities, and still others believe it is the interaction of the two.
a.
True
b.
False
5. The charismatic leader is seen as an object of identification by followers who try to emulate his or her behavior.
a.
True
b.
False
True
Easy
p. 323
MGMT.LUSS.16.09-03 – LO: 09–03
Conceptual
6. Followers of charismatic leaders assume greater risk than they would under other types of leaders.
a.
True
b.
False
True
Easy
p. 323
MGMT.LUSS.16.09-03 – LO: 09–03
7. Followers’ acceptance of charismatic leaders is conditional on receiving some external reward such as money or
True
Easy
p. 322 – 323
MGMT.LUSS.16.09-02 – LO: 09–02
Conceptual
financial gain.
a.
True
b.
False
8. Since charismatic leaders arise out of stressful conditions, they are perceived as having a less positive personality.
a.
True
b.
False
False
Easy
p. 323
MGMT.LUSS.16.09-03 – LO: 09–03
Conceptual
9. Vision is defined as the ability to imagine different and better conditions and the ways to achieve them.
a.
True
b.
False
True
Easy
p. 321
MGMT.LUSS.16.09-03 – LO: 09–03
10. People are born with charisma, it is impossible to acquire or enhance your charismatic qualities.
False
p. 323
MGMT.LUSS.16.09-03 – LO: 09–03
Conceptual
a.
True
b.
False
11. People such as Adolf Hitler and Richard Branson, founder of the Virgin Group, are examples of leaders who were
born with charisma.
a.
True
b.
False
False
Moderate
p. 325
MGMT.LUSS.16.09-04 – LO: 09–04
Conceptual
12. Suggested strategies for acquiring charismatic qualities are to develop visionary skills in college courses and to
practice being candid and forthright.
a.
True
b.
False
True
Easy
p. 326
MGMT.LUSS.16.09-04 – LO: 09–04
13. Charismatic people are direct rather than indirect in their approach, so that there is no ambiguity about their position
False
Easy
p. 325 – 326
MGMT.LUSS.16.09-04 – LO: 09–04
Conceptual
on issues.
a.
True
b.
False
14. Most people agree that charisma is capable of producing only positive outcomes.
a.
True
b.
False
False
Easy
p. 326
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
15. Charisma is capable of creating both positive and negative results.
a.
True
b.
False
True
Easy
p. 326
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
16. Typically, all charismatic leaders are good leaders.
True
Moderate
MGMT.LUSS.16.09-04 – LO: 09–04
Conceptual
a.
True
b.
False
17. One method for differentiating between positive and negative charisma is in terms of the values and personality of the
leader.
a.
True
b.
False
True
Moderate
p. 326
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
18. The self-glorification motive is typically associated with the Socialized Charismatic Leader.
a.
True
b.
False
False
Moderate
p. 326
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
False
Easy
p. 326
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
19. The socialized charismatic leader is one who possesses an egalitarian, self-transcendent, and empowering personality.
a.
True
b.
False
20. Between the socialized charismatic leader (SCL) and the personalized charismatic leader (PCL), the PCL uses
charisma for the benefit of others.
a.
True
b.
False
False
Easy
p. 326
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
21. Personalized charismatic leaders use rewards and punishment to manipulate and control followers.
a.
True
b.
False
True
Moderate
p. 327
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
22. Transformational leaders are more a function of follower attributions than the leader’s vision or accomplishments.
a.
True
True
Easy
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
b.
False
23. Transformational leaders are brought into an organization to keep the status quo.
a.
True
b.
False
False
Easy
p. 328
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
24. Transactional leaders seeks to maintain stability within an organization through regular exchanges, achieving specific
goals along the way.
a.
True
b.
False
True
Moderate
p. 328
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
25. Transactional leaders mostly caters to followers’ self-interest, and transformational leaders inspires followers to go
beyond their own self-interests.
a.
True
False
Moderate
p. 328
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
b.
False
26. Transactional leaders are particularly more effective at engendering follower innovative behavior than
transformational leaders.
a.
True
b.
False
False
Moderate
p. 330
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
27. Transformational leaders are viewed as visionaries while transactional leaders are viewed as task and reward oriented.
a.
True
b.
False
True
Easy
p. 330
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
28. The transformational leadership process revolves around the leader–member exchange (LMX).
a.
True
b.
False
False
True
Moderate
p. 329 – 330
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
29. The four stage transformation process includes the transformational leader’s ability to maintain the status quo.
a.
True
b.
False
False
Easy
p. 331
MGMT.LUSS.16.09-06 – LO: 09–06
Conceptual
30. Two basic differences between charismatic and transformational leadership theories are the qualities that describe the
two types of leaders and the influencing behaviors they exhibit.
a.
True
b.
False
False
Moderate
p. 333
MGMT.LUSS.16.09-07 – LO: 09–07
Conceptual
31. The first step of the transformation process is to inspire a shared vision.
a.
True
Easy
p. 330
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
b.
False
32. A primary difference between a charismatic and transformational leader is that the former articulates a visions of the
future that is better than the present.
a.
True
b.
False
False
Moderate
p. 337
MGMT.LUSS.16.09-08 – LO: 09–08
Conceptual
33. Charismatic leaders such as Richard Branson, founder of the Virgin Group, frequently promote themselves and their
vision.
a.
True
b.
False
True
Easy
p. 336
MGMT.LUSS.16.09-07 – LO: 09–07
Conceptual
34. Personalized or negative charismatic leaders emphasize devotion to themselves more than to ideals.
False
Easy
p. 331
MGMT.LUSS.16.09-06 – LO: 09–06
Conceptual
a.
True
b.
False
35. Charisma is defined as a social construct between leader and follower, in which the leader offers a transformative
vision and then convinces followers to accept this vision not because of its rational likelihood of success, but because of
their implicit belief in the extraordinary qualities of the leader..
a.
True
b.
False
True
Easy
p. 322
MGMT.LUSS.16.09-02 – LO: 09–02
Conceptual
36. Charismatic leaders communicate in straightforward ways, they shy away from stories and anecdotes, similes or
metaphors.
a.
True
b.
False
False
Moderate
p. 334
MGMT.LUSS.16.09-07 – LO: 09–07
Conceptual
37. Charismatic and transformational leaders tend to have a high risk orientation.
True
Moderate
p. 327
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
a.
True
b.
False
38. Charismatic leaders most often use position power to motivate followers.
a.
True
b.
False
False
Moderate
p. 335
MGMT.LUSS.16.09-07 – LO: 09–07
Conceptual
39. Charismatic leaders form a close emotional bond with followers based almost entirely on soft power bases, even if the
leader occupies a formal organizational position.
a.
True
b.
False
True
Moderate
p. 335
MGMT.LUSS.16.09-07 – LO: 09–07
Conceptual
40. A transformational leader such as Herb Kelleher, former CEO of Southwest Airlines, is a leader known for inspiring
his employees with more conventional and formal approaches to leading.
a.
True
True
Easy
p. 335
MGMT.LUSS.16.09-07 – LO: 09–07
Conceptual
b.
False
41. Transactional leaders seeks to change the status quo by articulating to followers the problems in the current system
and a compelling vision of what a new organization could be.
a.
True
b.
False
False
Easy
p. 328
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
42. Bass and Avilio have proposed that transformational leadership is composed of four behavior dimensions, the 4 “I”s of
idealized influence, inspirational motivation, individual consideration, and intellectual stimulation.
a.
True
b.
False
True
Moderate
p. 337
MGMT.LUSS.16.09-08 – LO: 09–08
Conceptual
43. Transactional leaders are more likely than their transformational or charismatic counterparts to challenge followers to
False
Moderate
p. 335
MGMT.LUSS.16.09-07 – LO: 09–07
Conceptual
think “outside of the box.”
a.
True
b.
False
44. Transactional leadership tends to be transitory while transformational leadership is more enduring.
a.
True
b.
False
True
Easy
p. 330 – 331
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
45. Transformational leadership is also referred to contingent reward leadership.
a.
True
b.
False
False
Moderate
p. 331
MGMT.LUSS.16.09-05 – LO: 09–05
Conceptual
False
p. 337
MGMT.LUSS.16.09-08 – LO: 09–08
Conceptual
46. One area of difference between a charismatic leader and a transformational leader is how one achieves the label of
charisma or transformer.
a.
True
b.
False
47. Mark Zuckerberg, founder and CEO of Facebook, is considered to be more of a charismatic leader than a
transformational leader because of his extraverted personality.
a.
True
b.
False
False
Moderate
p. 339
MGMT.LUSS.16.09-09 – LO: 09–09
Conceptual
48. Though charismatic and transformational leadership theories are about change, not all transformational leaders are
charismatic.
a.
True
b.
False
True
Moderate
p. 339
MGMT.LUSS.16.09-09 – LO: 09–09
Conceptual
True
Moderate
p. 339
MGMT.LUSS.16.09-09 – LO: 09–09
Conceptual
49. Stewardship is leadership that transcends self-interest to serve the needs of others, by helping them grow
professionally and emotionally.
a.
True
b.
False
50. Stewardship, more than Servant Leadership, calls for the highest level of selflessness.
a.
True
b.
False
False
Moderate
p. 342
MGMT.LUSS.16.09-10 – LO: 09–10
Conceptual
51. The steward leader is most effective when authority and decision making are centralized.
a.
True
b.
False
False
Easy
p. 343
MGMT.LUSS.16.09-10 – LO: 09–10
Conceptual
False
Easy
p. 342
MGMT.LUSS.16.09-10 – LO: 09–10
Conceptual
52. Stewardship works best when there is perceived equality between leaders and followers.
a.
True
b.
False
True
Easy
p. 343
MGMT.LUSS.16.09-10 – LO: 09–10
Conceptual
53. Helping others discover their inner spirit is an example of a servant leader’s role.
a.
True
b.
False
True
Easy
p. 344
Conceptual
54. The hallmark of a servant leader is the desire to help others.
a.
True
b.
False
True
Easy
p. 345
MGMT.LUSS.16.09-10 – LO: 09–10
Conceptual
55. Steward and servant leadership; have also been described as values-based leadership.
a.
True
b.
False
56. Steward leaders empower followers to make decisions and to have control over their jobs while servant leaders helps
them to grow professionally and personally.
a.
True
b.
False
True
Easy
p. 342
MGMT.LUSS.16.09-10 – LO: 09–10
Conceptual
57. Which of the following statements about charisma is NOT true?
a.
It has been called “a fire that ignites followers”.
b.
It is relational in nature.
c.
It is found solely in the leader as a psychological phenomenon.
d.
It is a social relationship between the leader and the follower.
c
Easy
p. 321 – 322
MGMT.LUSS.16.09-01 – LO: 09–01
58. The Greek word charisma means:
True
Moderate
p. 342
MGMT.LUSS.16.09-10 – LO: 09–10
Conceptual
a.
“extraordinary quality.”
b.
“divinely inspired gift.”
c.
“exceptional ability.”
d.
“attribute of wisdom.”
59. Max Weber used the term “charisma” to explain a form of influence based on:
a.
b.
c.
d.
Easy
p. 321
MGMT.LUSS.16.09-01 – LO: 09–01
United States – BUSPROG: Analytic
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
60. The locus of charismatic leadership focuses on one qustion:
a.
How can one acquire charisma?
b.
How can one improve their charisma?
c.
What is the basis of charisma?
d.
Is charisma good or bad?
c
Moderate
p. 322
United States – BUSPROG: Analytic
Easy
p. 321
MGMT.LUSS.16.09-01 – LO: 09–01
United States – BUSPROG: Analytic
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge