d. gear language to different audiences.
37. A leader who is a socialized charismatic is likely to:
a. pursue goals that fulfill the needs of group members.
b. push away other people based on annoying personal characteristics.
c. rule with an iron hand.
d. rely on cognitive skills to impress people.
38. An effective vision should
a. replace the company goal-setting system.
b. focus on day-to-day responsibilities instead of the future.
c. fulfill the dreams of the leader.
d. connect with the goals and dreams of constituents.
39. Marcie is a charismatic leader. When she encounters Salvatore, a work associate she met once two years ago, Marcie
is likely to say,
a. “Hello Salvatore, good to see you again.”
b. “Hello there. It’s nice to meet somebody new.”
c. “Hello, I vaguely recall us meeting before.”
d. “Hello there, buddy. Could you give me your name again?”
40. Max wants to develop a personal brand, so he
a. develops a second identity on the Internet.
b. attempts to wear as much clothing of the same brand as feasible.
c. gives himself a nick name such as “Corporate Warrior Max.“
d. studies his basket of personal strengths.
41. A transactional leader in contrast to a transformational one is more likely to:
a. inspire group members with a compelling vision.
b. help group members reach self-fulfillment.
c. emphasize the growth of group members.
d. emphasize rewards for meeting standards.
42. One technique a leader uses to bring about transformations is to get people:
a. focused on minor satisfactions.
b. not to worry that the organization’s future is threatened.
c. to accept early retirement, if appropriate.
d. to look beyond self-interest.
43. Melissa wants to bring about transformations in her organization. Which one of the following would be the best
recommendation for her?
a. Get people to develop a short-term perspective.
b. Help people understand the need for change.
c. Commit people to slightly better than average performance.
d. Get people to think in terms of self-interest.
44. A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate
resources where
a. good results will bring him or her the most publicity.
b. change is needed the most and the potential payoff is big.
c. subordinates will be surprised.
d. promises have been broken in the past.
45. Which one of the following is the least typical characteristic of a transformational leader?
a. low standing on moral reasoning
b. encouraging personal development of staff
c. practicing empowerment
d. charisma
46. Hubert Joly, the transformational CEO who came in from outside Best Buy to turn the company around, advocates all
but which one of these principles (or “levers”) to improve profits?
a. First cut low wage employees in a last in, first out manner
b. Cut non-salary expenses, such as travel
c. Eliminate luxury perks
d. Purchase an efficient health insurance plan for the company
47. “Facilitating proactive behavior” by the transformative leader is defined as doing which of the following?
a. Terminating employees before they have a chance to poison team morale
b. Rewarding employees who institute new initiatives without first seeking permission
c. Giving group members more autonomy, or the autonomy to make decisions independently
d. Concentrating resources on areas that need the most change
48. The concept of leadership polarity suggests that group members
a. tend to intensely like or dislike leaders.
b. prefer opposite traits in the same leader.
c. prefer leaders much like themselves.
d. prefer leaders quite opposite to themselves.
49. A challenge to the validity of charismatic leadership is that charismatic leaders may:
a. be coached to be charismatic.
b. be charismatic on the basis of inborn characteristics.
c. be relying too heavily on an autocratic style.
d. not be necessary for leadership effectiveness.
50. A major concern about charismatic leadership is that
a. there are not enough job openings for all the charismatic leaders.
b. charismatic leaders are not usually as effective as non-charismatic leaders.
c. group members sometimes follow a charismatic leader down an unethical path.
d. charismatic leaders place unreasonable expectations on group members.
51. Sawyer, a manager at an IT security firm, firmly believed in using his professional power for the welfare of the
organization. His group members were empowered to suggest ideas and were made accountable and responsible for their
actions. This shows that Sawyer is:
a. a personalized charismatic.
b. a socialized charismatic.
c. a laissez-faire leader.
d. a transactional leader.
52. Collin, an executive of a telecom company, has an inclination to acquire more power to further his own interests. He
spends lavishly on sports cars and branded watches to exhibit his power and stature. Which of the following best describes
Collin’s leadership style?
a. Laissez-faire leadership
b. Socialized charismatic
c. Personalized charismatic
d. Leadership by storytelling
53. Stephen, the CEO of an automotive company, addressed his employees in his company’s annual meeting. He
remarked that the company should acquire 60 per cent of the global market share in the next 10 years, and continue to
provide quality products and services to all its consumers. Stephen is acting as a:
a. personalized charismatic.
b. transactional leader.
c. laissez-faire leader.
d. visionary leader.
54. Tyson is a supervisor for a company in the agroprocessing industry. He commands the respect, confidence, and loyalty
of group members by virtue of his honest and transparent policies. Tyson is:
a. likely to score high on emotional intelligence.
b. experiencing leadership polarity.
c. an effective storyteller.
d. a laissez-faire leader.
55. Courtney is the finance head of a tourism company. Recognizing that the company is hard-pressed financially, she
decides to cancel the projects that are riskier in nature, and concentrate more on developing its reliable projects. Which of
the following strategies has been adopted by Courtney?
a. Romanticizing risk
b. Creating a vision for the organization
c. Developing a personal brand and building trust
d. Concentrating resources on areas that need the most change
56. Darren, the CEO of an airline company, is widely regarded as a transformational leader who experiments with new
innovations and managerial styles. Which of the following would likely be an outcome of Darren’s activities?
a. It results in an increase in administrative expenses in the organization.
b. It arouses employees to a higher level of thinking.
c. Employees become less responsible for their actions.
d. It leads to pessimistic thinking in employees.
57. Davis is the CEO of a group of luxury hotels. As a committed and authentic leader, he has brought major changes in
the company to attract new customers and ensure quality services. In addition, he has also executed major changes in
employee relations and satisfaction, causing an increase in employee productivity. Which of the following best describes
Davis’ leadership style?
a. Transformational
b. Laissez-faire
c. Polarizing
d. Transactional
58. Jonathan, the head of a technology firm, is known for his authentic leadership practices. He created a unique identity
for himself in the world of successful business leaders. In this scenario, Jonathan:
a. has imposed self-serving goals on constituents.
b. has developed a personal brand.
c. is projected as a laissez-faire leader.
d. is experiencing leadership polarity.
59. Chandler is the head of a pulp and fibre manufacturing company. Despite his keen interest in closing a deal with a
distributor in a developing country, he is convinced of the emerging surveys that show a lack of demand for the
company’s products. Hence, he decides to drop the project in spite of his personal interest. This shows that Chandler is:
a. a personalized charismatic.
b. lacks confidence.
c. sensibly persistent.
d. pessimistic.
60. A charismatic leader goes beyond the ordinary use of public social networking sites. Which of the following messages
is an example of a charismatic use of social networking sites?
a. “This new breakthrough in our drug formulation could serve as a key to destroy all our competitors completely
and emerge as the number one brand in the industry.”
b. “Our company has achieved 25 percent annual growth in the recently declared estimates of the previous financial
year. I would like to thank all the employees for their contribution and hard work.”
c. “Dear Wilson, I would like to inform you that your contract will be terminated from the company effective June
31st, 2015, owing to the proposal by your competitor to supply products at a lower price.”
d. “Heading off to the beautiful island nation of Madagascar! A much needed break from this monotonous work
schedule.”
61. Richard, the CEO of an oil and gas exploration company, indulges in excessive risk taking behavior and adopts
unconventional strategies to achieve higher profits. Though it helped him initially to acquire quick wealth and fame, it
becomes unsustainable for him to latch on to the same strategy for long. If you were Richard’s advisor, what would you
suggest to Richard if he wants to be considered a charismatic leader?
ANSWER:
62. Enrique is the CEO of a leading information technology firm. His organization is largely successful owing to his
excellent technical and strategic skills. However, despite his company having an impressive story to tell the world, the
introverted Enrique is not able to narrate his business success effectively. What would you suggest to Enrique to improve
his charismatic personality?
63. Gilbert, a successful business leader, finds that his employees have become complacent following initial business
success. This has resulted in a reduction in profits and market share. If you were Gilbert, what steps will you take to tackle
complacency in employees and improve your role as a charismatic leader? Considering yourself as a charismatic leader,
what do you think are the risks associated with this kind of leadership?
