1. Charismatic leaders are easy-going, natural people who tend to minimize impression management.
a. True
b. False
2. Attributions (by group members or subordinates) of a leader’s charisma are important because they lead to other
behavioral outcomes, such as commitment to leaders, self-sacrifice, and high performance.
a. True
b. False
3. The charisma of a leader can be felt outside of the organization and can directly affect market performance.
a. True
b. False
4. A socialized charismatic leader is concerned primarily with using power for the good of other people.
a. True
b. False
5. An essential part of being a charismatic and transformational leader is to offer constituents a vision of the future.
a. True
b. False
6. Charismatic leaders are much more conservative than average with respect to risk taking.
a. True
b. False
7. To be truly effective for the purpose of charismatic leadership, a metaphor should appeal to the intellect, imagination,
and values.
a. True
b. False
8. Leadership by storytelling is a method used by charismatic and transformational leaders to discipline employees and
involves telling them stories about what happened to other employees who stepped out of line.
a. True
b. False
9. Brain research suggests that people who are perceived to be visionaries use their brains differently than do non-
visionaries.
a. True
b. False
10. An effective vision is aligned with the goals and dreams of group members.
a. True
b. False
11. To develop your personal brand, it is recommended that you focus on patching up your weaknesses.
a. True
b. False
12. Displaying an in-your-face attitude can contribute to a person’s charisma.
a. True
b. False
13. To highly motivate organizational members, the transformational leader attempts to get constituents to focus on their
self-interest.
a. True
b. False
14. The effective transformational leader deliberately creates distrust throughout the organization so he or she will be
needed to decrease the confusion.
a. True
b. False
15. An effective strategy for a transformational leader is to concentrate resources on the areas most in need of change and
with the biggest possible payoff.
a. True
b. False
16. Despite the urgency of turning around an organization, the transformational leader is likely to encourage the personal
development of staff members.
a. True
b. False
17. Transformational leaders who are also charismatic will typically establish a vision for constituents to follow.
a. True
b. False
18. A synthesis of studies showed that laissez-faire leadership is more likely to produce positive results for the
organization than is transformational leadership.
a. True
b. False
19. A study indicated that transformational leadership of teams influenced work group effectiveness.
a. True
b. False
20. A recommended way of enhancing your charisma is to make others feel unimportant so you will appear strong in
contrast.
a. True
b. False
21. A study showed that attributions of charisma are heavily influenced by:
a. the network to which the leader belonged.
b. a person’s mood at the time.
c. the leader’s gender, ethnicity, and race.
d. members of a person’s network.
22. A key point about charisma is that it is a(n):
a. relationship between the leader and the group members.
b. substitute for leadership skill.
c. exploitation of group members.
d. characteristic of democratic leaders.
23. Charismatic leaders are likely to cultivate relationships with group members by means of
a. threats of punishment for noncompliance.
b. deliberately appearing manipulative and unforgiving.
c. revealing their true selves to others.
d. impression management.
24. A study of firefighters and the emotional component of their leaders’ charisma showed that:
a. the positive affect of officers increased the negative affect of the firefighters.
b. a leader’s lack of charisma can have a negative impact on safety.
c. those under the command of a charismatic leader were happier that those who were not.
d. charismatic leaders were less happy than their subordinates.
25. The personalized charismatic leader uses power to:
a. further his or her own interests.
b. benefit others.
c. heal organizational wounds.
d. divinely inspire others.
26. A transformational leader is one who:
a. transforms his or her style to fit the situation.
b. makes major changes in the organization.
c. changes his or her personality characteristics to meet the needs of group members.
d. moves up the corporate ladder rapidly.
27. A vitally important part of being a charismatic leader is:
a. asking group members perceptive questions.
b. the ability to express feelings openly.
c. being laid back and emotionally supportive.
d. having a large network of contacts.
28. Charismatic leaders are often characterized as:
a. having considerable internal conflict.
b. creating distrust among constituents.
c. minimizing risks.
d. being willing to use unconventional strategies.
29. A charismatic leader will often:
a. be low key about his or her accomplishments.
b. be a low risk taker.
c. procrastinate about major decisions.
d. challenge, prod, and poke other people.
30. A vision deals mostly with:
a. a forecast of future business conditions.
b. seeing clearly what needs to be done to fix organizational problems.
c. the ability to imagine different and better conditions and the ways to achieve them.
d. finding creative ways to reward organizational members.
31. Brain research about being a visionary suggests that visionaries in contrast to non-visionaries:
a. use their brains differently.
b. are less intelligent.
c. have less capacity for visual processing.
d. show less brain activity.
32. Narcissistic CEOs tend to make:
a. non-risky decisions so that their reputation is not tarnished.
b. riskier decisions, often to attain dramatic results that enhance their image.
c. humble admissions before their employees and the press about their shortcomings as a leader.
d. a habit out of applauding subordinates over their own accomplishments.
33. Charismatic leaders use visions for the important purpose of:
a. keeping team members in line.
b. conducting transactions with people.
c. celebrating accomplishments.
d. inspiring group members.
DATE MODIFIED: 11/8/2017 4:15 PM
34. Which one of the following is not a particularly recommended place to obtain information when formulating a vision
statement?
a. The work of futurists as it relates to your type of work
b. Your own intuition about developments in your field
c. Companies that are known for unambitious business practices
d. Internet search engine results to uncover the type of vision statements formulated by others
35. To apply “management by storytelling,” the leader should
a. tell stories about unsuccessful competitors.
b. tell fascinating stories about the company to employees.
c. reward and punish group members based on anecdotal evidence.
d. evaluate morale based on anecdotal evidence.
36. Charismatic leaders use metaphors and analogies primarily to:
a. convince group members that they are confident.
b. inspire team members to higher performance.
c. craft an articulate and highly emotional message.