Chapter 14 Leadership and Change Answer Key
True / False Questions
Type: Knowledge
1.
Rational and emotional approaches are two major ways to drive organizational change.
2.
(p. 563)
Type: Vocabulary
The rational approach to change can be represented by the formula: V = n × P × R × T.
3.
It is significantly easier to drive change when followers are satisfied.
Type: Knowledge
4.
(p. 567)
A leader views the organization as an interlocking set of processes and procedures when
using a systems thinking approach.
5.
(p. 567)
With siloed thinking, leaders act to optimize their part of the organization at the expense
of suboptimizing the organization’s overall effectiveness.
6.
(p. 569)
The
D
and
M
components of the rational change model are the most difficult for
leadership practitioners to alter.
7.
(p. 571)
The expectation-performance gap refers to the difference between initial expectations and
reality, which can trigger dissatisfaction (
D
) and cause followers to return to old behaviors
and systems to get things done.
8.
(p. 578)
Charismatic leaders are thought to possess superhuman qualities or powers of divine
origin that sets them apart from ordinary mortals.
9.
(p. 578)
In the charismatic authority system, unwritten laws of the society dictate who has
authority and how this authority can be used.
10.
(p. 579)
Transactional leadership is very common but tends to be transitory.
11.
(p. 580)
Charismatic leaders are always controversial.
12.
(p. 585)
Charismatic leaders recognize the shortcomings of a present order and offer an
imaginative vision to overcome them.
13.
(p. 586)
Charismatic leaders tend to have strong rhetorical skills that inspire followers to embrace
the vision, and they typically use metaphors and analogies to reframe issues.
Type: Knowledge
14.
(p. 588)
Type: Knowledge
A personalized leadership style seems to be responsible for the feelings of empowerment
notable among followers of transformational leaders.
15.
(p. 588)
Type: Knowledge
Charismatic leaders tend to be more emotionally expressive with nonverbal channels.
16.
(p. 588)
Type: Knowledge
Charisma is probably more a function of the leader’s personal characteristics than of the
followers’ reactions to a leader.
17.
(p. 589)
Emotions are often the fuel driving large-scale initiatives for change.
Type: Knowledge
18.
(p. 590)
Compliance occurs when followers embrace change requests as their own.
19.
(p. 592)
A crisis tends to lengthen the amount of time needed for charismatic leadership to
emerge.
20.
(p. 595)
According to Bass’s theory of transformational and transactional leadership,
transformational leadership perpetuates the status quo.
Multiple Choice Questions
21.
(p. 563)
The formula for the rational approach to change is:
22.
(p. 564)
According to Beer’s model for organizational change, leaders can increase the amount of
change by:
23.
(p. 564)
According to Beer’s model for organizational change formula, what does
C
represent?
24.
(p. 564)
Which of the following leader actions would LEAST likely increase follower dissatisfaction
levels?
25.
(p. 562)
Which of the following statements about a company’s vision is most likely FALSE?
26.
(p. 567)
The type of thinking that occurs when leaders act to optimize their part of the organization
at the expense of suboptimizing the organization’s overall effectiveness is known as:
27.
(p. 568)
What is the underlying cause for a huge percentage of failed change initiatives?
28.
(p. 569)
The _____ component of the change model involves the change initiative becoming
tangible and actionable because it consists of the development and execution of the
change plan.
29.
(p. 572)
The “S” in the SARA model refers to:
Type: Vocabulary
30.
(p. 572)
Type: Vocabulary
In the _____ stage of coping with change, you start to question whether the company really
knew what it was doing by letting you go and perhaps rationalize that they will probably be
calling you back.
31.
(p. 578)
Type: Vocabulary
The _____ authority system is associated with leaders thought to possess divine or
superhuman qualities.
32.
(p. 579)
Transactional leadership:
33.
(p. 579)
_____ leadership serves to change the status quo by appealing to followers’ values and
their sense of higher purpose.
34.
(p. 580)
Which of the following statements is most likely true of leaders?
35.
(p. 584)
Which of the following statements about transformational leaders is most likely true?
36.
(p. 590)
_____ takes place when followers do no more than abide by the policies and procedures
surrounding change requests.
37.
(p. 591)
Which of the following is the most important situational factor associated with charismatic
leadership?
38.
(p. 595)
According to Bass, transformational leaders most likely:
39.
(p. 596)
According to the Multifactor Leadership Questionnaire (MLQ), which type of leader avoids
responsibilities, fails to make decisions, or is absent when needed?
40.
(p. 598)
Which component of transformational leadership most strongly correlates to the Five
Factor Model (FFM) personality dimension of agreeableness?
Essay Questions
41.
(p. 561-
564)
How can the
C = D × M × P > R
model help leadership practitioners?
42.
(p. 566)
What are the four key components of the model (
M
) variable in the rational approach to
change? Explain how you would use these components to drive change at your school.
Apply the components to a specific example at your school, such as using alternative
energy sources to provide power to dormitories, reducing the fats/sugars in cafeteria food,
etc.
43.
(p. 572)
Discuss how a leadership practitioner can utilize the SARA model.
44.
(p. 578)
Compare the traditional authority system to the legal-rational authority system. Provide
examples of where they can be seen in organizations today.
45.
(p. 583)
How did Conger and Kanungo differentiate charismatic from noncharismatic leaders?
46.
(p. 584-
588)
Use the emotional approach to outline a major change of your choice. If you were the
leader of the change initiative, then what would you specifically need to do or attend to in
order to drive your initiative? Be specific.
47.
(p. 584)
How are the behavior and style of charismatic and transformational leaders similar?
48.
(p. 586)
Briefly describe how image and trust building influence charismatic and transformational
leaders.
49.
(p. 595)
Discuss the main ideas of Bass’s theory of transformational and transactional leadership.
50.
(p. 597)
More than 350 studies have used the MLQ to investigate transformational and
transactional leadership in various situations. What have researchers learned about these
two leadership styles?