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Exam 3: Charismatic and Transformational Leadership

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Question 1

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"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

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Question 2

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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.

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B

Question 3

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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?

The personalized charismatic leader uses power to:

The charisma of a leader can be felt outside of the organization and can directly affect market performance.

A transactional leader in contrast to a transformational one is more likely to:

​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:

​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?

Marcie is a charismatic leader. When she encounters Salvatore, a work associate she met once two years ago, Marcie is likely to say,

Charismatic leaders are easy-going, natural people who tend to minimize impression management.

​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:

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.

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?

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:

Narcissistic CEOs tend to make:

An effective vision is aligned with the goals and dreams of group members.

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?

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 study showed that attributions of charisma are heavily influenced by:

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?​