Ethical Leadership Ch11 Complete Test Bank - Test Bank | Leadership Perspectives 3e Roe by Kevin Roe. DOCX document preview.
Chapter11
Type:true-false | |||
Title:Ethical Leadership | |||
1) | A leader can have a fundamental effect on other people and since this effect can be long-lasting, profound, and substantial.Is it true thatethical leadership attempts to frame decisions in a manner that helps leaders to reach an ethically sound outcome? | ||
a.# | True | their influence on others. Withmany recent and historical examples of leaders behaving badly, with criminal intent and against the law then ethics has become foreground. Page reference:235-236 | |
In | b.# | False | their influence on others. Withmany recent and historical examples of leaders behaving badly, with criminal intent and against the law then ethics has become foreground. Page reference:235-236 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:What areEthics? | ||
2) | The word ‘ethic’ has its roots in ancient Greek with the original meaning of the wordethikosbeing linked to habit or custom.How do we know whether we act in accordance with our internal ethical compass? | |
In | a.# | Tohelp us answer the question: ‘What is the best way to live my life?’ with questions such as ‘should I eat an extra biscuit as this might make me fat?’ |
Page reference:236 | ||
In | b.# | To show us to have weak principals or by attempting to look like Mother Theresa or Nelson Mandela. |
Page reference:236 | ||
c.# | To combine a number of ethical judgements into a broad ‘system’ to generate a framework for ourselves so that we may conduct ourselves well. | |
Page reference:236 | ||
d.# | Toallow us to debate the full philosophical dimensions associated with the world of ethics into how the use of ethics has transmuted into the world of leadership. | |
Page reference:236 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:What areEthics? | |||
3) | We can combine a number of ethical judgements into a broad ‘system’ to generate a framework for ourselves so that we may conduct ourselves well. Does this explanation provide a understanding of ethical frameworks? | ||
a.# | True | Page reference:236 | |
In | b.# | False | Page reference:236 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Basic Ethical Frameworks | ||
4) | The basic ethical frameworksinclude sets of ideas. What might be descriptions for these differing sets? | |
a.# | ‘Ethical egoism’ suggests that a person should act so as to produce the greatest wealth and outcome for themselves. | |
Page reference:237 | ||
b.# | Utilitarianismsuggests it is an ethically right to allow wealth to count for more than the life of the unfortunate person who might be next in line. | |
Page reference:237 | ||
c.# | ‘Ethical altruism’ suggests individuals have a moral obligation to help themselves. To be ethical we must act in a manner that produces the best outcome for ourselves and not others. | |
Page reference:237 | ||
d.# | Teleological approaches look atatthe consequences of an action and Deontological frameworks consider the intention of the person making the decision. | |
Page reference:237 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:.:Leadership and MoralDevelopment | ||
5) | Kohlberg’s (1984) framework may help in understanding what is the right thing to do when facing an ethical dilemma. What best describes the framework and assistance it provides? | |
a.# | Itbuilds on Piaget’s (1932) work and works only for young male adults aged from 10 to 16. | |
Page reference:242 | ||
b.# | The framework devises six stages of moral development within a broader framework of three distinct levelsto determine ethical responses to acomplex or wickeddilemma. | |
Page reference:242 | ||
c.# | The Framework features Heinz’s Dilemma which is a case study about which tinned options were available totoyoung males aged 10 to 16. | |
Page reference:242 | ||
d.# | The framework outlines Pre-conventionalwhere laws are social contracts and can be hedonisticas the right thing is driven by social norms. | |
Page reference:242 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Gilligan’s Morality Model | |||
6) | Is it that Gilliganclaimed that as Kohlberg’s research - focused on women, it reflected their values—such as ‘justice’—to the exclusion of masculine values? | ||
In | a.# | True | Page reference:247 |
b.# | False | Page reference:247 | |
END OF QUESTION | |||
Type:true-false | |||
Title:What is an ‘Ethical Leader’? | |||
7) | Is it true that as a member of a profession—such as an accountant, doctor, or manager—individuals need to abide by certain rules, codes, and behavioural standards just as a member of any exclusive club should? | ||
a.# | True | Page reference:248 | |
In | b.# | False | Page reference:248 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Why DoLeadersNotAct Ethically? | ||
8) | The challenge for leaders is to establish exactly what is acceptable in terms of behaviour, and what is not. Why do leaders not act ethically? | |
a.# | Often the expected behaviours arenot explicitly statedbut forms part of a broader psychological contract with the organization. The closest many businesses come in terms of articulating their expectations is by a set of ‘values’ which are often wrapped up in their vision or mission statement. | |
Page reference:249 | ||
b.# | The ethical challenge arises when there is gap between an individual’s undeclared values and the observed behaviour of the organization. For an individual to be sure of what should be decided in any given situation, there needs to be little guidance from the business. | |
Page reference:249 | ||
c.# | Narcissistic and self-absorbed individuals can be encouraged to exploit favourable (to them) environments for their own ends. This can produce long-term gains for an organization and the individual. | |
Page reference:249 | ||
d.# | Barclays Bank had published ‘The Barclays Way’ to help leaders take part in Libor Rigging. The purpose of these kindsof documents is to help individuals to followunethicalbehaviours within the business. | |
Page reference:249 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:Whistleblowing | ||
9) | No organization via its declared values and mission statements would explicitly declare it intends to rob, mislead, lie and cover up mistakes.What is whistleblowing and how might it avoid poor organisational practices? | |
a.# | ‘Whistleblowing’ is a mechanismwhere scandals ranging from banks manipulating key financial instruments, companies dumping toxic chemicals, hospitals covering up multiple deaths and prisoners being abused may encouraged as the employee alertsthecompany how to get away with these acts. | |
Page reference:251 | ||
b.# | ‘Whistleblowing’, which is a mechanismwhere thewhistle-blower will have tried to report their misgivings to their colleagues and superiors but they will either have been ignored or the issue being examined will not have been resolved and allows the superiors to punish the whistle-blower for annoying their colleagues. | |
Page reference:251 | ||
c.# | ‘Whistleblowing’ is a mechanism through which an individual under certain circumstances can raise awareness of poor, bad, or illegal practices to a broader audienceto prevent its future enactment. | |
Page reference:251 | ||
d.# | ‘Whistleblowing’ is a mechanism where scandals ranging from banks manipulating key financial instruments, companies dumping toxic chemicals, hospitals covering up multiple deaths and prisoners being abused maybeencouragedandto alertthecompany which employee cannot be trusted to keep quiet aboutsuchscandalous acts. | |
Page reference:251 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:WhyDo Workers Not Blow the Whistle More Often? | ||
10) | The battle for the hearts and minds of the broader stakeholder community is at the core of the matter. There are laws to protect thewhistle-blowerand organizational procedures to make the process possible within the business. What best describes whyworkersdonot blow the whistle more often? | |
a.# | There are stories ofleadersnotbeing ostracized at worknorformer colleagues closingranks,norcorporate bullying,nordismissal from roles held, andnotbeing subjected to inquiries for gross misconductwhere they have continued to carry out illegal activities. | |
Page reference:253 | ||
b.# | Organizations can wield very large budgets and experts to counter where they believe there is an inference of perfidy from a disgruntled employee. Staff who had raised a concern said they felt unsafe after they had done so and feared being victimized. | |
Page reference:253 | ||
c.# | Organizations can wield very large budgets and recognise disgruntled employees often raise whistle blowing claims to attain compensation through whistle blowing settlements. Ex-staff who had raised a concern said they felt safe after they had done so and did not fear being victimized but saw whistle blowing as a profitable exercise. | |
Page reference:253 | ||
d.# | There are stories of employees not being ostracized at work or former colleagues closing ranks, nor corporate bullying, nor dismissal from roles held, and not being subjected to inquiries for gross misconduct where they have continued to carry out malicious whistleblowing activities because they know they are protected in law. | |
Page reference:253 | ||
END OF QUESTION | ||