Ch7 Verified Test Bank Authentic Leadership - Test Bank | Leadership Perspectives 3e Roe by Kevin Roe. DOCX document preview.
Chapter7
Type:true-false | |||
Title:Authentic Leadership | |||
1) | Is it true thatAuthentic leadership has its roots in psychology where the concept of the ‘true self’iscontrasted with a ‘falseself’? | ||
a.# | True | Page reference:149 | |
In | b.# | False | Page reference:149 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Authentic Leadership | ||
2) | What might be the common link between the ideas of authentic, spiritual, and ethical leadership theories? | |
In | a.# | Theseleadershiptheorieshavedeveloped from observations of the success of large organizations such as Enron, Lehman Brothers, Northern Rock, and RBS. |
Page reference:149 | ||
In | b.# | These ways of thinking aboutleadership haveled to the growing trust in corporations said to be evidence of a growing satisfaction of the leadership of key social organizations. |
Page reference:149 | ||
c.# | These ways of thinking aboutleadership have come to the corporationshaveled some to question the underpinning paradigms that govern our economic system | |
Page reference:149 | ||
In | d.# | These leadership theories have corporations has led some to question the underpinning paradigms that govern our economic system. |
Page reference:149 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Authentic Leadership | |||
3) | Is it true thatthe psychological state of an individual,who could use the ‘false self’,enables a person to be ‘real’ and spontaneous, whereas thetrueself reactsto its environment in a way that isfalse? | ||
In | a.# | True | Page reference:149 |
b.# | False | to its environment in a way that is connected to true feelings Page reference:149 | |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:DefiningAuthentic Leadership | ||
4) | Why do authors Avolio and Gardner (2005) suggest existing models of leadership are no longer appropriate for developing leaders facing an uncertain future? | |
a.# | The current ideological approach towards leadership is socially irresponsible and unsustainable in the long term. | |
Page reference:151 | ||
b.# | Authors suggest older models of leadership are more than sufficient for developing leaders facing an uncertain future | |
Page reference:151 | ||
c.# | The current ideological approach towards leadership has been socially responsible and sustainable in the past | |
Page reference:151 | ||
d.# | Authors suggest current models of leadership are more than sufficient for developing leaders facing an uncertain future | |
Page reference:151 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:DefiningAuthentic Leadership | ||
5) | How might authors define authentic leadership in terms of its relationship between individuals and leaders? | |
a.# | They suggest a monarchy whereby the leader’s authenticity, the follower’s authenticity, alongside the phenomenon of authentic leadership operate as a mutually exclusive social network. | |
Page reference:153-154 | ||
b.# | They suggest a hierarchy whereby the individual’s authenticity, the leader’s authenticity, and the phenomenon of authentic leadership operate as a mutually inclusive social network. | |
Page reference:153-154 | ||
c.# | They suggest a monarchy whereby the individual’s ethnicity, the leader’s ethnicity, and the phenomenon of ethical leadership operate as a mutually exclusive social network. | |
Page reference:153-154 | ||
d.# | They suggest a hierarchy whereby the ethics of the follower, the ethics of the leader, and the phenomenon of authentic leadership operate as a mutually exclusive social network. | |
Page reference:153-154 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:AcademicApproach | |||
6) | Self-awareness: this refers to the degree to which an individual understands their ‘true self’.Is this a definition of ‘self-awareness’? | ||
a.# | True | Page reference:154-155 | |
In | b.# | False | Page reference:154-155 |
END OF QUESTION | |||
Type:true-false | |||
Title:AcademicApproach | |||
7) | Those who are deeply aware of how they behave and are perceived by others as being aware of their own values, knowledge and strengths; aware of the context in which they operate; and who are confident, hopeful,optimistic, resilient,withhighimmoral character. Does this reflect Avolio et al. (2004:4)’s explanation of authentic leaders? | ||
In | a.# | True | Page reference:156 |
b.# | False | Page reference:156 | |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:PractitionerApproach | ||
8) | George (2003) offers a practical ‘how to be authentic’ guide. What are the 5 facets which can be combined as the essential core of the authentic leader? | |
a.# | Principles, Valour, Resilience, Self-discipline, Compassion | |
Page reference:159 | ||
/ | b.# | Purpose, Values, Rigour, Self-discipline, Confidence |
Page reference:159 | ||
/ | c.# | Pride, Valour, Resilience, Self-discipline, Courage |
Page reference:159 | ||
d.# | Purpose, Values, Relationships, Self-discipline, Compassion | |
Page reference:159 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:PractitionerApproach | ||
9) | Why do Bennis and Thomas (2002) equate that authentic leaders share their failures as well as their success? | |
a.# | They are afraid to discuss what motivates them and celebrations for the setbacks and defeats are because they are unable to hide them. | |
Page reference:160 | ||
b.# | They are not afraid to discuss what motivates them and the lessons they have taken from setbacks and defeats as well as celebrations | |
Page reference:160 | ||
c.# | They are not afraid to celebrate what motivates them and the lessons they have taken from successes and aspirations | |
Page reference:160 | ||
d.# | They are not afraid to discuss what demotivates them andcelebratethe lessons they have taken from setbacks andfailures | |
Page reference:160 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:PseudoAuthenticity | ||
10) | What doCriswell and Campbell(2008:1) suggest as necessary toBuilding an Authentic Leadership Image? | |
a.# | That it isimportant for leaders to ‘recognize genuine aspects of themselves that should be coming across to people—but aren’t’ | |
Page reference:163 | ||
b.# | That it is not important for leaders to ‘recognize genuine aspects of themselves that should be coming across to people—but aren’t’. | |
Page reference:163 | ||
c.# | That it is not important for leaders to ‘recognize genuine aspects of themselves that should be coming across to people—but just are’. | |
Page reference:163 | ||
d.# | That it isn’t important for leaders to ‘recognizedisingenuousaspects of themselves that should not be coming across to people—but aren’t’ | |
Page reference:163 | ||
END OF QUESTION | ||