Chapter 13 Contemporary Issues in LeadershipMULTIPLE CHOICE Inspirational Approaches to Leadership 1. _____ is a way to use language to manage meaning. a. Framing b. Influencing c. Highlighting d. Trust e. Paralinguistics (a; Easy; Framing; p. 412) 2. Who was the first scholar to discuss charismatic leadership? a. Bernard Bass b. Fred Fiedler c. Max Weber d. Robert House e. None of the above (c; Moderate; Charismatic Leadership: p. 413) 3. Who was the first researcher to consider charismatic leadership in terms of OB? a. Bernard Bass b. Fred Fiedler c. Max Weber d. Robert House e. None of the above (d; Moderate; Charismatic Leadership: p. 413) 4. Which of the following is not a characteristic of charismatic leaders? a. They have a vision and the ability to articulate the vision. b. They have behavior that is unconventional. c. They are willing to take high personal risk. d. They exhibit behaviors that are consistent with their followers’ behaviors. e. All of the above are true. (d; Challenging; Characteristic Of Charismatic Leaders; p. 413) {AACSB: Analytic Skills} 5. The author of the text discusses CNN co-founder Ted Turner in order to _____. a. illustrate the claim that introverted individuals can still demonstrate charisma b. support the argument that charisma is a learned, rather than inherited, trait c. demonstrate how media attention can influence the public’s perception of a leader d. emphasize the importance of humility for effective leadership e. provide an example of a bold and colorful charismatic leader (e; Moderate; Charismatic Leadership; p. 414) 6. According to one of the authors, a person can learn to become more charismatic by displaying all of the following characteristics except _____. a. maintaining an optimistic view b. creating a bond that inspires others to follow c. communicating information only with a select group of close advisors d. bringing out the potential in followers by tapping into their emotions e. using a captivating and engaging tone of voice (c; Easy; Charismatic Leadership; p. 414) {AACSB: Analytic Skills} 7. One of the authors suggests that very charismatic leaders are likely to _____. 9 p. p. d. engaging in conventional behavior to demonstrate leadership d. p. Moderate. Moderate. avoiding direct eye contact b. motivate followers to become more extroverted d. A business is in its infancy. encourage women protégés to seek leadership positions (a. which of the following most likely represents a situation where charismatic leadership is not needed? a. A business is facing the introduction of a radically new product. b. It is a strategy for how to run a business. 416) {AACSB: Analytic Skills} 10 . d. if the vision is for the future of the organization and its members d.a. What is a charismatic nonverbal characteristic that undergraduate business students were trained to evoke? a. A business is in the throes of a hostile takeover. 415) {AACSB: Analytic Skills} 10. having a rigid posture c. 414) {AACSB: Analytic Skills} 9. b. What is a characteristic of a vision? a. if the vision has powerful imagery b. Nonverbal Characteristic Of Charismatic Leaders. creating a mission statement c. 415) {AACSB: Analytic Skills} 11. It is a formal articulation of a mission. Charismatic Leadership. How Charismatic Leaders Influence on Followers. invoke high performance among followers b. When is a vision likely to fail? a. sitting with feet up on the desk (d. pacing e. It imprints on followers an overarching goal. (d. c. e. It links the present with a better future. Vision. A business is operating during a time of war. focus organizational visions around present accomplishments c. avoid media attention regarding their achievements e. It is short. 416) {AACSB: Analytic Skills} 12. Based on information given in the text. 414) {AACSB: Analytic Skills} 8. expressing nonverbal cues of courage e. using imagery to induce emotion (a.or long-term. Vision. Moderate. Challenging. Moderate. if the vision reflects the uniqueness of the organization (d. Moderate. p. if the vision is seen as unattainable e. e. A business is succeeding due to several years of strong market leadership. leaning away from subjects d. What is a step in the process of influencing followers? a. (e. p. if the vision is challenging c. c. Charismatic Leadership. p. communicating high performance expectations b. a. Charismatic Leaders and Self-Interest. Charisma appears to be most successful when the follower’s task has an ideological component or when the environment involves ________. a middle-level manager d. 416) 14. Easy. a. All leaders have equal difficulty. charismatic c. compelling and transformational leaders d. Who would have the most difficult time defining visions for their followers and aligning them with the larger goals of the organization as a whole? a. transcendent e. The text implies that the type of leader likely to have the most profound effect on his or her 11 . team skills. a low degree of social networking or socialization (b. (d. transactional b. 417) 15. a upper-level manager c. superleaders d.13. p. 418) 19. Charismatic leaders who have completely blurred the boundary that separates their personal interests from their organization’s interests often surround themselves with what type of people? a. p. Moderate. The type of leader who guides or motivates his or her followers in the direction of established goals by clarifying role and task requirements is known as a _____leader. p. managerial competence. Level-5 Leaders. a. Vision. 417) 16. acting and reacting leaders (a. a high degree of satisfaction or performance b. great leaders b. Transformational and Transactional Leaders. a high degree of stress and uncertainty c. Transactional Leaders. p. transformational leaders (b. charismatic and transcendent leaders c. a chief executive of a company b. Charismatic Leadership. Moderate. 418) {AACSB: Analytic Skills} 18. the ability to stimulate others to high performance. unethical people e. According to the text. a low degree of competition or individualism d. con artists b. and a blend of personal humility and professional will are called ________. transformational d. actuarial (a. yes-people (e. Moderate. 418) 17. transactional leaders e. Leaders who have individual capability. Easy. a lower-level manager e. mentoring and self-leaders e. a low degree of complacency or acceptance e. questioning people c. transformational and transactional leaders b. level-5 leaders c. Moderate. a. p. trusting people d. the two dominant contemporary theories of leadership focus predominantly on _____. p. management by exception (e. Easy. 418) 20. Contrary to the full range of leadership model. 421) 24. individualized consideration d. Max Weber d. inspirational motivation leadership e. Full Range of Leadership Model. p. subcomponents of situational leadership d. 419) 21. laissez-faire leadership (b. The authors suggest that transactional and transformational leadership should be viewed as _____. Challenging. the building blocks of charismatic leadership e. idealized influence b. contingent reward leadership b. What is considered both the least passive and most effective of the leader behaviors? a. intellectual stimulation e. actuarial d. laissez-faire (b. Who argues that transformational leadership is broader than charisma and that charisma. Evaluation of Transformational Leadership. Transactional Leader. by itself. idealized influence c. inspirational motivation e. transactional (b. Challenging. p.followers is the _____ leader. Transformational and Transactional Leaders. opposing approaches to accomplishing goals c. What is a characteristic of a transactional leader? a. a. Fred Fiedler c. p. educational b. Transformational Leaders. a. p. individualized consideration c. 419) {AACSB: Analytic Skills} 22. Challenging. is insufficient to “account for the transformational process”? a. Moderate. a. Bernard Bass b. Challenging. transcendent e. 421) 12 . ________ is sometimes more effective than transformational leadership. Transformational Leadership versus Charismatic Leadership. equivalent to charismatic leadership b. transformational c. 420) {AACSB: Analytic Skills} 23. individualized consideration leadership d. contingent reward b. idealized influence leadership c. inspirational motivation d. Robert House e. none of the above (a. p. p. complementary forms of leadership (e. Authentic Leadership: Ethics and Trust Are the Foundation of Leadership 25. 424) 13 . Transformational leaders e. p. Ethics and Leadership. Idealized influence leaders d. Valor d. most likely to behave in an ethical manner (e. Reliability e. Since upper management sets an organization’s moral tone. Easy. what else must they also do? a. loyalty c. Moderate. Moderate. openness e. live up to higher ethical standards c. Ethics and Leadership. Authentic Leaders. Contingent reward leaders b. p. Challenging. p. punish a lack of integrity d. _____ refers to honesty and truthfulness. Machiavellian in their approach to achieving goals e. loyalty c. _____ are considered to use their charisma in a socially constructive way to serve others. Ethical leaders c. Key Dimensions of Trust. adaptability (a. integrity b. 423) {AACSB: Ethical Reasoning} 28. a. a. Moderate. 424) 30. integrity b. a. According to the text. consistency d. which of the following is not a dimension of trust? a. Humility c. The text suggests that which of the following is most likely to affect the building of trust within a relationship? a. address the ends of achieving goals (b. Key Dimensions of Trust. determination e. competence (d. intelligent but often not highly motivated b. set lower standards b. Challenging. consistency d. 424) {AACSB: Analytic Skills} 29. 423) {AACSB: Ethical Reasoning} 27. Integrity b. 422) {AACSB: Ethical Reasoning} 26. usually over-qualified for their positions c. Trusted leaders (b. p. p. Key Dimensions of Trust. Machiavellianism (a. The text implies that authentic leaders are _____. p. negatively reinforce loyalty e. more outgoing than non-authentic leaders d. Trust and trustworthiness affect a leader’s access to _____. and good judgment in handling situations make up the dimension of trust known as _____. a. Virtue (d. are making a gamble b. 424) 36. 424) 34. dedication and achievement b. Competence c. have subconsciously evaluated each of the five factors of trust d. _____ is the dimension of trust that refers to the degree to which you can rely on a person to tell you the full truth. Wisdom c. Easy. adaptation (b. all of the above (d. 424) 32. 424) 35. Moderate. power and influence d. Integrity b. competence d. Moderate. Openness e. p. Idealism b.31. p. knowledge and cooperation e. Reliability e. Confidence b. Will d. 424) 33. Aptitude (c. Moderate. _____ is the dimension of trust that encompasses an individual’s technical and interpersonal knowledge and skills. integrity e. a. Motivation e. _____ is the willingness to protect and save face for another person. uniformity b. persuasion and control c. Consistency c. a. Trust and Leadership: p. Key Dimensions of Trust. p. When followers trust a leader. all of the above (b. Key Dimensions of Trust. Optimism d. 424) {AACSB: Analytic Skills} 14 . Trust and Leadership: p. a. consistency c. The characteristics of reliability. Key Dimensions of Trust. Key Dimensions of Trust. they _____. a. Moderate. predictability. a. are willing to be vulnerable to the leader’s actions c. Loyalty d. are concurring with all the values that the leader holds e. p. Easy. Adaptation (b. Most modern organizational relationships are rooted in _____ trust. e. 426) {AACSB: Analytic Skills} 15 . deterrence c. Identification-Based Trust. b. deterrence-based c. Identification-Based Trust. A family hires a nanny for their children based on positive references from several friends. p. According to the text. (d. p. Moderate. a. A woman discovers that she has a great deal in common with an acquaintance who comes from a similar family background. knowledge-based d. a. knowledge d. Identification-based trust e. identification-based e. A boss rewards his employees for achieving company objectives ahead of schedule. p. knowledge-based d. The new manager-employee relationship is an example of _____ trust. virtue-based (c. reward-based b. identification-based e. Moderate. c. 425) 38. knowledge-based d. Moderate. Knowledge-Based Trust. reward b. d. p. 426) 42. dependence-based c. deterrence-based c. Knowledge-based trust d. a. reward-based b. supposition (b. p. reliance-based b. virtue-based (d. The highest level of trust is exhibited in _____ trust. A stranger assists another individual in repairing a flat tire and requests no compensation. Deterrence-based trust c. supposition-based (b. 425) 39. Two business partners have worked together for many years and rely on each other to make decisions on behalf of the business. identification e.37. Identification-Based Trust. Moderate. p. 425) 40. identity-based e. Attribute-based trust (d. Which of the following most likely exemplifies a relationship of identification-based trust? a. Deterrence-Based Trust. Reward-based trust b. The most fragile relationships are contained in _____-based trust. a. 426) 41. Moderate. Deterrence-Based Trust. Moderate. which of the following types of trust involves the most minimal controls? a. understanding. The basic principles of trust include all the following except _____. Easy. Moderate. acting as a role model (c. p. A self-leader is someone who _____. 428) 46. has difficulty following the leadership of others e. Basic Principles of Trust. a. no longer depends on formal leadership for direction and motivation c. p. mentor b. Which of the following is not a function of a mentor? a. learned leadership skills through independent study (b. Functions of Mentors. evaluating performance d. attribution c. identity-based e. (b. knowledge-based d.43. Moderate. Moderate. p. perception d. manager e. strong verbal skills. 432) 49. dependence-based c. lobbying for visible assignments b. and industriousness. 430) Challenges to the Leadership Construct 48. a. organizational e. growth often masks mistrust d. virtue-based (c. Knowledge-Based Trust. A ____ is a senior employee who sponsors and supports a less experienced employee. facilitator c. p. All of the above are basic principles of trust. a. In the modern work world. trust encourages unconventional behavior c. leader d. Moderate. contingency (b. Self-Leadership. p. fundamental b. The _____ theory of leadership has shown that people characterize leaders as having such traits as intelligence. understands the motivations of his or her superiors b. the key to being characterized as an “effective 16 . where higher-level trust has been largely destroyed because of broken promises. outgoing personality. decline tests the highest levels of trust e. a. a. 428) {AACSB: Analytic Skills} 47. p. 427) {AACSB: Analytic Skills} Contemporary Leadership Roles 45. reliance-based b. Attribution Theory of Attribution. Mentor. mistrust drives out trust b. 427) 44. it is likely to be replaced with _____ trust. Easy. protégé (a. relies on others to a great extent d. aggressiveness. coaching to help develop skills e. According to the attribution theory of leadership. counseling to help bolster self-confidence c. a. (False. Transformational leadership is built on top of transactional leadership. substance (a. (True. Neutralizers c. situational analysis d. All of the above can be substitutes for leadership. Moderate. Most researchers have concluded that charisma is an innate trait.leader” is projecting the ____ of being a leader rather than focusing on _____. overcoming challenges c. lower turnover rates. Higher level leaders d. Charismatic Leadership Theory. Moderate. followers make attributions of heroic leadership abilities when they observe certain behaviors. (d. attributes. There is an increasing body of research that shows impressive correlations between transactional leadership and higher productivity. vision creation b. All of the above (b. Deterrents e. all of the above e. Charismatic Leadership. p. trust building c. events e. none of the above (d. Organizational characteristics that can be substitutes for leadership include all of the following except _____. Moderate. Easy. rigid rules and procedures c. actual accomplishments b. (True. p. 436) TRUE/FALSE Inspirational Approaches to Leadership 53. Attribution Theory of Attribution. Easy. reality d. mentor relationships e. explicit formalized goals b. (False. 414) 55. _____ make it impossible for leader behavior to make any difference to follower outcomes. p. Neutralizers of Leadership. Easy. p. According to charismatic leadership theory. p. 17 . 435) {AACSB: Analytic Skills} Finding and Creating Effective Leaders 52. image. a. and higher employee satisfaction. Transformational and Transactional Leaders. According to the text. p. 434) 51. Transformational and Transactional Leaders. 413) 54. look. 419) 56. Substitutes b. The key properties of a vision seem to be inspirational possibilities that are value centered. Moderate. Easy. which of the following skills should be included in leadership training? a. Training Leaders. p. a. Substitutes for Neutralizers of Leadership. appearance. 433) 50. cohesive work groups d. p. 421) 57. facade. An individual who displays the characteristic of openness can be relied upon to provide the full truth. and the punishment is actually imposed if the trust is violated. One of the basic principles of trust is that growth often masks mistrust. One of the basic principles of trust is that trust drives out mistrust. Basic Principles of Trust. Vision. At the knowledge-based level. with superior imagery. 424) 64. (True. (True. (True. Basic Principles of Trust. and identification-based. Easy. Moderate. The two most important elements of the definition of trust are that it implies familiarity and risk. (True. or decisions – act altruistically. A vision is likely to fail if it doesn’t offer a view of the future that is clearly and demonstrably better for the organization and its members.realizable. Moderate. Key Dimensions of Trust. Knowledge-Based Trust. consequences are clear. (False. p. (False. The phrase “positive expectation” in the authors’ definition of trust refers to the inherent risk in any trusting relationship. (False. p. Deterrence-Based Trust. Trust is a positive expectation that another will not – through words. p. 425) 67. 426) 69. 416) 59. Moderate. 425) 68. p. trust is broken by inconsistent behavior. Deterrence-based trust will work only to the degree that punishment is possible. Deterrence-Based Trust. actions. p. Easy. 427) 70. Trust. Moderate. Easy. The three types of trust in organizational relationships are deterrence-based. p. 424) 61. Types of Trust. p. (True. (True. p. p. p. Easy. 425) 65. Moderate. Vision. Trust. Easy. Vision. Easy. information-based. p. Most new relationships begin on a basis of deterrence-based trust. p. Trust and Leadership: p. 425) 66. 416) 58. (True. Challenging. (False. 424) 63. 424) 62. 427) 18 . Desirable visions transcend the times and circumstances and reflect the uniqueness of the organization. Trust. (False. p. Moderate. (True. Moderate. 416) Authentic Leadership: Ethics and Trust are the Foundation of Leadership 60. (False. Honesty is absolutely essential to leadership. and articulation. Contemporary Leadership Roles 71. capable. (False. (False. Mentoring Relationships. p. p. Functions of Mentors. Minorities and women are less likely to be chosen as protégés than are white males. Moderate. Easy. (True. p. 430) 75. The mentoring role includes coaching. p. Moderate. For the most part. 429) {AACSB: Multicultural and Diversity} 74. Easy. Leadership research has been directed almost exclusively to face-to-face and verbal situations. 431) 77. (False. (False. Self-Leadership. Moderate. and sponsorship. 436) 81. counseling. Easy. Training Leaders. 431) 76. A protégé is a senior employee who sponsors and supports a less-experienced employee. 437) 19 . p. p. (True. (False. The interview is the primary tool available for identifying and selecting strong leaders. p. p. 432) Finding and Creating Effective Leaders 80. Selecting Leaders. Self-Leadership. There is evidence suggesting that behavioral training can increase an individual’s ability to exhibit charismatic leadership qualities. (True. Challenges to the Leadership Construct. Easy. Protégé. Online Leadership. 428) 72. Moderate. Online communication is unlikely to build or enhance and individual’s leadership effectiveness. p. 432) {AACSB: Use of IT} Challenges to the Leadership Construct 79. (True. Easy. Online Leadership. Moderate. (True. p. Challenging. In many cases. leadership success or failure is just a matter of being in the right or wrong place at a given time.” (False. Training Leaders. Moderate. The underlying assumptions behind self-leadership are that people are responsible. 431) 78. 428) 73. (True. and able to exercise initiative without external constraints or regulations. 436) 82. p. Training in self-leadership is crucial for the success of boss-managed teams. p. but it has the potential to undermine a great deal of what a leader has been able to achieve. people are equally trainable. Self-leaders are also called “superleaders. Self-Leadership. transaction (c. Charisma. transformational d. Alan is most likely a(n) _____ leader. 419) {AACSB: Analytic Skills} 85. John. acting in his own best interests d. Moderate. reactional (c. Easy. transformation b. emotion-based c. reactional (c. transactional b. 413) {AACSB: Analytic Skills} 84. a. His approach encourages creative problem solving and the development of new ideas. Based on the information given in the passage. trust c. Transactional Leaders. a. 83. prides himself on his ability to help his subordinates understand their roles in achieving company goals. transformational d. transcendent e. transactional b. Based on the information given in the passage. there are two senior managers. using symbols to focus efforts c. Moderate. emotion-based c. p. transactional b. transcendent e. 419) {AACSB: Analytic Skills} 87. treating each employee individually (c. Alan. Transformational Leaders. That special leadership quality that people notice when they work with Alan may be termed _____. a. transformational d. p. charisma d. Transformational Leaders. Alan most likely exhibits all of the following characteristics except _____. 419) {AACSB: Analytic Skills} 20 . feels that his role should be to provide individualized consideration and intellectual stimulation. Moderate. Alan is most likely a(n) _____ leader. and rewards them for using proven strategies. instilling pride b. 418-419) {AACSB: Analytic Skills} 86. He defines clear-cut steps for his subordinates to use in completing projects. p. but Alan’s employees remark that Alan seems to have a special leadership quality that sets him apart from the other managers. John is most likely a(n) _____ leader. transcendent e. p.SCENARIO-BASED QUESTIONS Application of Charisma and Transactional and Transformational Leaders You are an employee in a large organization. a. pp. Based on the information given in the passage. The first of these mangers. framing e. The second manager. Transformational Leaders. emotion-based c. In this organization. reactional (a. Moderate. Most of the workers believe that both leaders are well trained. a. promoting careful problem solving e. In his role as manager. because both employ transformational leadership styles. All of the following are ways you can build trust within the work team except _____. To build trust within your work team. e. Based on the information given in the chapter. your team most likely needs help with which dimension of trust? a. Moderate. competence c. because he encourages his employees to use proven methods. 424) {AACSB: Analytic Skills} 21 . p. loyalty e. Moderate. Key Dimensions of Trust. Easy. Alan is a more effective leader than John. a. Certain members of your team are unpredictable and unreliable. 89. p. while Alan is more effective than John at achieving goals. integrity d. John is a more effective leader than Alan. Key Dimensions of Trust. John is more effective than Alan at inspiring employees. showing loyalty to your team members (d. speaking your feelings c. You realize that high performance teams are characterized by high mutual trust and it is your goal to make sure that your team has this high level of trust. openness b. (b. Transformational Leaders. practicing openness b. Alan and John are not effective leaders. The passage implies which of the following about the effectiveness of the two managers’ leadership styles? a.88. loyalty e. p. Moderate. d. because he encourages creativity in his employees. p. demonstrating your competence d. because neither helps define the vision of the organization. Key Dimensions of Trust. You wish to use the recent research that has identified the five dimensions that underlie the concept of trust as your model. keeping negative thoughts to yourself e. consistency c. intelligence (c. 424) {AACSB: Analytic Skills} 91. accountability (c. c. consistency d. Alan and John are equally effective as leaders. 424) {AACSB: Analytic Skills} 90. 420) {AACSB: Analytic Skills} Application of What is Trust? You are the manager in charge of a work team. integrity b. b. which of the following qualities should you focus on as the highest priority? a. reward-based trust c. Susan. Knowledge-Based Trust. In this role you are responsible for managing a broad range of employees. Whenever you are gone. and your experience working with him during this year has shown that he is capable and efficient. p. identification-based trust b. It is a way for leaders to influence how others see and understand events. It includes selecting and highlighting one or more aspects of a subject while excluding others. Identification-Based Trust. identification-based trust d. expertise-based trust (c. 426) {AACSB: Analytic Skills} SHORT DISCUSSION QUESTIONS 95. 92. identification-based trust e. Framing is especially important to an aspect of leadership ignored in the traditional theories of leadership: the ability of the leader to inspire others to act beyond their immediate self-interest. knowledge-based trust e. What type of trust relationship does Susan most likely have with you? a. Jack has been with the company for ten years. Framing. 425) {AACSB: Analytic Skills} 94. Julia has been in your department for eight years. reward-based trust d. Deterrence-Based Trust. knowledge-based trust b. You did not know Jack before. but you have been pleased with his performance. Challenging. deterrence-based trust d. but only transferred into your department a year ago. 412-413) {AACSB: Analytic Skills} 22 . What type of trust relationship does Jack most likely have with you? a. pp. deterrence-based trust e. but is still unsure of herself in her new role. Why is framing relevant to leadership? Framing is a way of communicating to shape meaning. is new to the company. deterrence-based trust c. p. reward-based trust b. expertise-based trust (c. One employee. p. (Easy. knowledge-based trust c. Challenging.Application of Trust: The Three Types of Trust You are a veteran manager in your organization. expertise-based trust (a. you put Julia in charge and you are happy that you don’t have to worry about how things will be handled in your absence. She is your senior employee and you frequently rely on her judgment. She has been working hard. Challenging. What type of trust relationship does Julia most likely have with you? a. 425) {AACSB: Analytic Skills} 93. managers overseeing virtual projects or teams. What is the difference between transactional leadership and transformational leadership? Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements. (Easy. p. The mentorprotégé relationship gives the mentor unfiltered access to the attitudes and feelings of lower-ranking employees. Mentoring. 429) {AACSB: Analytic Skills} 98. (Easy. online communication requires leaders to enhance their interpretive skills. (Moderate. 418) {AACSB: Analytic Skills} 97. Examples include managers who regularly use e-mail to communicate with their staff. so they can successfully “read between the lines” of messages. Although a small minority thinks that charisma cannot be learned. so if a program is to be successful. p. 431-432) {AACSB: Analytic Skills} {AACSB: Use of IT} MEDIUM LENGTH DISCUSSION QUESTIONS 99. people can actually learn how to be charismatic leaders. 413-414) {AACSB: Analytic Skills} 23 . most experts now believe that individuals can be trained to exhibit charismatic behaviors and can thus enjoy the benefits that accompany being labeled “a charismatic leader.” Just because we inherit certain tendencies doesn’t mean that we can’t learn to change. It’s also important that the protégé feel that he has input into the relationship. Studies of identical twins have found that they score similarly on charismatic leadership measures. if it’s something he fees is foisted on him. Additionally. They must also use structure. Are charismatic leaders born or made? Charismatic leaders are born with their qualities. Why would a leader want to be a mentor? Mentoring relationships provide personal benefits to mentors themselves. Protégés can be an excellent source of early warning signals that identify potential problems. Finally. Transformational leaders inspire followers to transcend their own self-interests for the good of the organization. and achievement oriented. tone. and managers whose telecommuting employees are linked to the office by a computer and modem.96. Research suggests that personality is also related to charismatic leadership. Transformational leadership is built on top of transactional leadership – it produces levels of follower effort and performance that go beyond what would occur with a transactional approach alone. (Easy. Research suggests that mentor commitment to a program is key to its effectiveness. even if they were raised in different households and had never met. too. it’s critical that mentors be on board and see the relationship as beneficial to themselves and the protégé. Today’s online leaders must be highly skilled at communicating through words without the benefit of nonverbal cues. he’ll just go through the motions. selfconfident. pp. Charismatic Leadership. Charismatic leaders are likely to be extraverted. pp. How has online communication changed the skill requirements of today’s business leaders? Today’s managers and their employees are increasingly being linked by networks rather than geographical proximity. Transformational and Transactional Leaders. and style to convey their messages effectively. Online Leadership. knowledge-based. Visions should be able to create possibilities that are inspirational. e) The final dimension of trust is openness. b) Most organizational relationships are rooted in knowledge-based trust. It allows one party to act as an agent for the other and substitute for that person in interpersonal transactions. and good judgment in handling situations. 424) {AACSB: Analytic Skills} 102. b) Competence encompasses an individual’s technical and interpersonal knowledge and skills. or the degree to which a person can be counted on to provide the full truth. d) Loyalty is the willingness to protect and save face for another person. unique. Compare and contrast the three kinds of trust in organizational relationships. Types of Trust. which recognizes and draws on traditions. c) The highest level of trust is achieved when there is an emotional connection between the parties. a vision creates the enthusiasm that people have for sporting events and other leisure-time activities. Vision taps people’s emotions and energy. That is. 425-427) {AACSB: Analytic Skills} 24 . Trust exists because the parties understand each other’s intentions and appreciate the other’s wants and desires. There are three types of trust in organizational relationships: deterrence-based. c) Consistency relates to an individual’s reliability. (Moderate. It exists when you have adequate information about someone to understand them well enough to be able to accurately predict their likely behavior. This is called identification-based trust. loyalty. consistency. (Moderate. What are the key dimensions that underlie the concept of trust? The key dimensions that underlie the concept of trust are integrity. a) Integrity refers to honesty and truthfulness. This form of trust is based on fear of reprisal if the trust is violated. (Challenging. Properly articulated. pp. One violation or inconsistency can destroy the relationship. A vision is likely to fail if it doesn’t offer a view of the future that is clearly and demonstrably better for the organization and its members. competence. Vision. bringing this energy and commitment to the workplace.100. a) The most fragile relationships are contained in deterrence-based trust. Key Dimensions of Trust. predictability. trust is based on the behavioral predictability that comes from a history of interaction. with superior imagery and articulation. and connects to actions that people can take to realize change. p. realizable. and identification-based. how does vision differ from other forms of direction setting? What are the key properties of a vision? A vision has clear and compelling imagery that offers an innovative way to improve. The key properties of a vision seem to be inspirational possibilities that are value centered. Page 415) {AACSB: Analytic Skills} 101. and offer a new order that can produce organizational distinction. According to the text. and openness. Most new relationships begin on a base of deterrence. The vision provides a sense of continuity for followers by linking the present with a better future for the organization.COMPREHENSIVE ESSAYS 103. This enhances follower self-esteem and self-confidence. Finally. Charismatic leaders may use vision statements to “imprint” on followers an overarching goal and purpose. Explain the four-step process that charismatic leaders use to influence followers. (Challenging. by his or her behavior. How Charismatic Leaders Influence on Followers. Once a vision and vision statement are established. A vision is incomplete unless it has an accompanying vision statement. Next. There is an emotional contagion in charismatic leadership whereby followers “catch” the emotions their leader is conveying. the leader then communicates high performance expectations and expresses confidence that followers can attain them. A vision is a long-term strategy for how to attain a goal or goals. the leader conveys. The four-step process begins by the leader articulating an appealing vision. p. the charismatic leader engages in emotion-inducing and often unconventional behavior to demonstrate courage and convictions about the vision. sets an example for followers to imitate. through words and actions. A vision statement is a formal articulation of an organization’s vision or mission. a new set of values and. 415) {AACSB: Analytic Skills} 25 . or when a business firm is in its infancy or facing a life-threatening crisis. However. And charismatic college professors enjoy higher course evaluations. This may explain why. charismatic leadership may affect some followers more than others. it’s likely to be in politics. its effectiveness may depend on the situation. But visions typically apply to entire organizations or major divisions. Finally. So even though an individual may have an inspiring personality. another situational factor limiting charisma appears to be level in the organization. Charismatic Leadership. Charisma therefore probably has more direct relevance to explaining the success and failures of chief executives than of lower-level managers. that people are especially receptive to charismatic leadership when they sense a crisis. More generally.18 Consider self-esteem. They tend to be created by top executives. that is. High Performance. and Satisfaction. There is an increasing body of research that shows impressive correlations between charismatic leadership and high performance and satisfaction among followers. when they are under stress. Remember that the creation of a vision is a key component of charisma. 417-418) {AACSB: Analytic Skills} 26 . religion. when charismatic leaders surface. Research suggests. In addition to ideology and uncertainty. It also appears that organizations with charismatic CEOs are more profitable. It’s just harder to define such visions and align them with the larger goals of the organization as a whole.104. Lower-level managers can create visions to lead their units. express greater satisfaction. wartime. there is a growing body of evidence indicating that charisma may not always be generalizable. because they like and respect their leader. Charisma appears to be most successful when the follower’s task has an ideological component or when the environment involves a high degree of stress and uncertainty. pp. Explain the correlations between charismatic leadership and high performance and satisfaction among followers. People working for charismatic leaders are motivated to exert extra work effort and. for example. it’s more difficult to utilize the person’s charismatic leadership qualities in lower-level management jobs. he is more likely to absorb a leader’s direction rather than establish his own way of leading or thinking. If an individual lacks self-esteem and questions his self-worth. or when they fear for their lives. (Challenging. some peoples’ personalities are especially susceptible to charismatic leadership.