Test Bank Chapter 6 Charisma And Transformational Leadership - Test Bank | Leadership Perspectives 3e Roe by Kevin Roe. DOCX document preview.
Chapter 6
Type:true-false | |||
Title:TransformationalLeadership | |||
1) | Transformational leadership suggests a successful leader changes or transforms followers into avid disciples. | ||
a.# | True | Page reference:123 | |
In | b.# | False | social exchange process that occurs between leader and follower when the leader attempts to exercise influence. Page reference:123 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:CharismaticLeadership | ||
2) | Whatis it that might allow a leader tobe considered charismatic? | |
a.# | Charisma’ is a word used throughout modern society but it remains an elusive target in terms of defining what is a charismatic leadership influence. | |
Page reference:124-125 | ||
In | b.# | Being charismatic is a transactional attribute which impacts upon the power base of the leader in their transactions. |
Page reference:124-125 | ||
In | c.# | The word ‘charisma’ can be traced back to the impact of rock stars on future generations in terms of their following of previous music icons. |
Page reference:124-125 | ||
In | d.# | The term ‘charisma’ can be traced to the UK 1990s television programme Spitting Image in terms of its depiction of Prime Minister John Major in terms of his extroverted personality. |
Page reference:124-125 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Charisma | |||
3) | Handy (1984) said: “Charisma is a certain quality of an individual personality by virtue of which he is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. These are such as are not accessible to the ordinary person, but are regarded as of divine origin or as exemplary, and on the basis of them the individual concerned is treated as a leader.” | ||
Incorrect | a.# | True | Page reference:124 |
b.# | False | Page reference:124 | |
END OF QUESTION | |||
Type:true-false | |||
Title:House and Shamir: Self-ConceptTheory | |||
4) | Thenotion of charisma lies with the motivational power wielded by individuals who have been labelled ‘charismatic’ by their followers. | ||
a.# | True | Page reference:126 | |
In | b.# | False | Page reference:126 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Charismatic Leadership | ||
5) | What isthe ideal of the charismatic, visionaryleader? | |
Incorrect | a.# | Asa limitingone of conciliationwhichutilises democratic principlesto dissuade followers. |
Page reference:124-125 | ||
Correct | b.# | As a powerful onewhichpervades many aspects of business, politics, and sport |
Page reference:124-125 | ||
c.# | One which is perceived as a modern interpretation of forceful leadershipwhich dissuades followers | |
Page reference:124-125 | ||
d.# | The charismatic leader is akin to followership based in the needs of the followersrather than the leader. | |
Page reference:124-125 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:CharismaticLeadership | |||
6) | For the leader to be charismatic, it is unimportant to create a shared mental model nor to create a collective identity withfolllowers. | ||
In | a.# | True | Page reference:XX |
b.# | False | Page reference:XX | |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Self-Concept Theory | ||
7) | ‘Self-concept theory’, was developed by Shamir et al. (1993) from House’s (1976) earlier work. What is the basis of the theory? . | |
a.# | That the individual needs to considertheself firstin order to ensure their needs are met first | |
Page reference:126-128 | ||
b.# | The idea rests on the presumption that humans create mental images of themselves and seek ways of affirming and reinforcing this self-identity | |
Page reference:126-128 | ||
/ | c.# | That the individual presumes that their interpretation of the world is an accurate and the only way of interpreting the world around them. |
Page reference:126-128 | ||
/ | d.# | That the needs of others rather than theself needto be the focus of leadership and that affirming and reinforcing theneeds of others is key to self-concept |
Page reference:126-128 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:AttributionTheory | ||
8) | What is the basis of the model developed by Austrian psychologist, Fritz Heider in 1958? | |
a.# | Theview was that individuals observes events but do not make causal inferences to explicate occurrences which become embedded within a person’s psyche and these cannot be used tomake judgements about the world. | |
Page reference:128 | ||
b.# | Theview was that individualsneed notobserve eventstomake causal inferences toimplied situationswhich become embedded within a person’s psyche asthese cannot be used to make judgements about the worldtypeoption here. | |
Page reference:128 | ||
c.# | Theview was that as individuals observes events and makes causal inferences to explicate occurrences these become embedded within a person’s psyche and then are used to make judgements about the world | |
Page reference:128 | ||
d.# | Theview was that as individuals needlessly observe events to make causal inferences to implied situations these become embedded within a person’s psyche and then are used to make judgements about the world | |
Page reference:128 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Multifactor Leadership Questionnaire | |||
9) | Bass and Avolio (1995) developedthe Multifactor Leadership Questionnaire (MLQ) todiscardelementswhichwerenot partyto anycharismatic approach. | ||
In | a.# | True | Page reference:132 |
b.# | False | velopmentof the Multifactor Leadership Questionnaire (MLQ), which tried to measure elements their research suggested were central to a charismatic approach. Page reference:132 | |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Attribution Theory | ||
10) | What does Reich’s piece, The Executive’s New Clothes (1985), seek to illustrate? | |
a.# | This is an example where the downfall of the organization was found to be attributable to the individual’s ‘leadership’ rather than attributable to environmental factors, such as economic cycles. | |
Page reference:128-129 | ||
b.# | This an example considered as an observable behavioural process that can be described and analysed in terms of a formal modelwhere followers are apt to attribute success to a person. | |
Page reference:128-129 | ||
/ | c.# | This is an example where followers are apt to attribute success to a person identified as the ‘leader’ given their interaction between dependent variables. |
Page reference:128-129 | ||
d.# | This is an example where the success of the organization was found to be attributable to environmental factors, such as economic cycles, rather than ‘leadership’. | |
Page reference:128-129 | ||
END OF QUESTION | ||