Chapter 15 The Dark Side of Leadership Answer Key
True / False Questions
1.
(p. 618)
Destructive leadership can occur at many levels in the organization.
2.
(p. 620)
Destructive leadership is very clear-cut and easily identified.
3.
(p. 620)
The base rate of managerial incompetence is estimated as 25 to 30 percent.
4.
(p. 622)
The root cause of most major industrial accidents and incidents can be traced back to
management cost-cutting initiatives.
5.
(p. 622)
The Dr. Gordy test is used to determine the level of incompetence among persons in
positions of authority.
6.
(p. 623)
Cheerleaders strive to get along with others and make the workplace fun.
7.
(p. 624)
Figurehead managers try very hard to be in the spotlight.
8.
(p. 627)
The vast majority of people in positions of authority are competent.
9.
(p. 631)
One of the reasons a leader is unable to build teams is due to dark-side personality traits.
10.
(p. 631)
A derailed manager exhibiting an inability to build relationships with co-workers is
insensitive to the needs and plights of followers and is often overly competitive,
demanding, and domineering.
11.
(p. 633)
The increasing pressure on organizations to find good leaders quickly has a tendency to
cause leaders to fail because of inadequate preparation for promotion.
12.
(p. 634)
A single derailment pattern of behavior is typically enough to cause a manager to fail.
13.
(p. 644)
Only cheerleaders have high levels of situational awareness.
14.
(p. 645)
Managers’ ability to make decisions and build cohesive teams is associated with their level
of intelligence.
15.
(p. 646)
People in positions of authority often leverage the intelligence and experience of their
staffs to develop solutions that help their teams succeed.
16.
(p. 648)
Criticizers tend to complain and do all they can to get out of work.
17.
(p. 652)
Everyone has at least one dark-side personality trait.
18.
(p. 653)
Dark-side traits are usually apparent when leaders are attending to their public image.
19.
(p. 653)
People who possess bold, mischievous, colorful, and imaginative dark-side traits often do
well in interviews and get hired as a result.
20.
(p. 654)
Figureheads tend to exhibit the behaviors associated with skeptical, cautious, and
imaginative dark-side traits.
Multiple Choice Questions
21.
(p. 621)
According to research, between 50-90 percent of all new businesses fail within five years
due to:
22.
(p. 623)
Which individuals are good at building teams and getting results through others?
23.
(p. 623)
Which individuals achieve short-lived results because they treat followers very poorly?
24.
(p. 623)
Cheerleaders:
25.
(p. 624)
Which type of leader does not want attention and has difficulties with both building teams
and getting results?
26.
(p. 631)
Which of the following most likely underlies the management derailment pattern of being
unable to lead and build a team?
27.
(p. 631)
Managers who derail due to an inability to build relationships with co-workers are most
likely:
28.
(p. 637)
In the context of managerial derailment, _____ is a factor associated with destructive
leadership.
29.
(p. 639)
When people in positions of authority face extremely tough situational or follower events
that temporarily interfere with their ability to build teams and get results, it is known as:
30.
(p. 645)
_____ is defined as the relevant knowledge a person can leverage to solve a problem.
31.
(p. 648)
_____ are followers who seek forgiveness rather than permission and offer alternative
solutions.
32.
(p. 651)
Which of the following is NOT a dark-side personality trait?
33.
(p. 651)
Which dark-side personality trait most likely describes a leader who is spineless and won’t
stand up for subordinates?
34.
(p. 651)
Because of their narcissistic tendencies, _____ leaders often get quite a bit done.
35.
(p. 651)
Leaders with this dark-side trait have an unhealthy mistrust of others, are constantly
questioning the motives and integrity of their followers, and are vigilant for signs of
disloyalty. Which dark-side personality trait is defined by this statement?
36.
(p. 651)
Diligent leaders are most likely to:
37.
(p. 651)
Which dark-side personality trait is associated with a leader who becomes withdrawn
during times of stress?
38.
(p. 653)
Which of the following statements concerning dark-side traits is most likely FALSE?
39.
(p. 654)
Which managerial types have most likely gained insight into their dark-side traits and
found ways to negate the debilitating effects of these traits on followers?
40.
(p. 655)
Jim Collins’ study of highly successful companies that subsequently failed indicated that
these firms went through a five-stage process toward failure. What is the first stage of the
process?
Essay Questions
41.
(p. 615)
Differentiate between destructive leadership and managerial incompetence.
42.
(p. 615)
Briefly contrast managerial incompetence with managerial derailment.
43.
(p. 622)
Explain the Dr. Gordy test.
44.
(p. 623)
Briefly describe the two dimensions of managerial incompetence and the four types of
leaders.
Type: Knowledge
45.
(p. 628-
633)
Name and briefly describe the four managerial derailment patterns.
46.
(p. 639)
Contrast episodic managerial incompetence and chronic managerial incompetence.
47.
(p. 640)
Discuss the idea of organizational fit and how it can affect leadership success.
Type: Analysis
48.
(p. 651)
What are dark-side personality traits, and how might they come into play with college
athletic coaches?
49.
(p. 652-
653)
How do dark-side traits have a bigger influence on performance for people in leadership
versus followership roles?
50.
(p. 653)
Why do you think dark-side tendencies are the leading cause of managerial
incompetence? Describe how the four types of leaders exhibit or handle their dark-side
tendencies.