Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
78) Transactional leaders change followers’ awareness of issues by helping them look at
old problems in new ways, and they are able to excite, arouse, and inspire followers to
exert extra effort to achieve group goals.
a. True
b. False
79) The trend in today’s workplaces is to use leadership that stresses symbolic and
emotionally appealing leadership such as charismatic and transformational behaviours.
a. True
b. False
80) Charismatic leaders who can articulate an appealing vision do not need to worry
about creating a vision statement.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
81) Transformational leaders inspire followers to exert extreme effort in achieving group
goals; they also change followers’ awareness of issues by helping them look at old issues
in a new light.
a. True
b. False
82) Transactional leaders focus on standards and deviations from standards.
a. True
b. False
83) Recent research shows that people working for charismatic leaders are more
motivated because they like their leader and express greater job satisfaction.
a. True
b. False
84) The overall evidence of research indicates that transactional leadership correlates
more strongly than transformational leadership with higher productivity, lower turnover,
and higher employee satisfaction.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
85) Level 5 leaders have a paradoxical blend of professionalism and personal humility
that serves to direct the company to new heights; these leaders channel their ego needs
toward building the company and away from themselves.
a. True
b. False
86) In the “full range of leadership model” transactional leaders are considered passive
and ineffective by large.
a. True
b. False
87) Level 5 leaders tend to be the very outstanding, well known leaders of prominent,
profitable companies.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
88) Leaders need to be charismatic to be effective.
a. True
b. False
89) Mentoring is usually for the short term, and coaching is usually for the long term.
a. True
b. False
90) Many leaders are not equipped to handle the move to team leadership.
a. True
b. False
91) The differences in the leadership styles of men and women tend to outweigh the
similarities.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
92) Socialized charismatic leadership conveys other-centred, not self-centred, values by
leaders.
a. True
b. False
93) The primary quality produced by authentic leadership is trust.
a. True
b. False
94) Women tend to view negotiations in the context of a continuing relationship.
a. True
b. False
95) Unethical leaders are more likely to use their charisma for self-serving ends.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
96) Compare and contrast the characteristics, roles, and activities of a manager and a
leader. Identify at least six characteristics of each and describe them in detail, giving
examples to support your answer.
97) Describe in detail the four leadership behaviours that might be used in different
situations to motivate individuals according to path-goal theory. Give specific examples
to illustrate your answer.
Suggested answer:
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
98) What is charismatic leadership? Discuss in detail the characteristics of charismatic
leaders, what differentiates them from other types of leaders, how effective they are, and
some of the pitfalls of this type of leadership. Give specific examples to support your
answer.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
99) Explain the contingency theories of leadership and why they are important. Discuss
in detail Hershey and Blanchard’s Situational Leadership theory. Include detailed
examples of each of the four behaviours a leader can choose, depending on follower
readiness.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
100) Compare and contrast transactional leaders and transformational leaders. Discuss in
detail the characteristics of each type, how they perform in organizations, and what may
be some of the drawbacks of each type. Give specific examples to support your answer.
101) Discuss in detail the roles of mentoring and coaching in organizations. Give some
advantages and possible disadvantages for each. Support your answer with specific
examples.
Suggested answer:
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership
102) Do men and women lead differently? Compare and contrast men’s and women’s
leadership characteristics and styles, and their general effectiveness in the workplace.
Give specific details to support your answer.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 8— Leadership