Social contagion theory of charismatic leadership

Question

Assignment:

Question 1) According to the path-goal theory, supportive leadership contributes most to subordinate satisfaction and motivation when the task is

• important and meaningful   
• complex and variable         
• tedious and stressful
• interesting and enjoyable

Question 2) What is a facilitating condition according to the social contagion theory of charismatic leadership?

• Complex, significant tasks 
• Crisis or disenchantment   
• Weak, dependent followers
• Exemplary behavior by a role model

Question 3) What is the most common indicator of personal integrity in the theories of ethical leadership?

• Leader values are consistent with follower values.         
• Leader behavior is consistent with follower values.        
• Leader behavior is consistent with the leader's espoused values.       
• The leader's espoused values are consistent with cultural norms.

Question 4) What is the most likely benefit from using participation in decision making?

• The decision will be made more quickly. 
• The quality of the decision will be better.  
• There will be more decision acceptance by participants.          
• There will be greater agreement among the participants.

Question 5) Which decision procedure combines participation with leader control over the final decision?

• Decision made by a majority vote of group members    
• Delegation to the most qualified member of the group  
• Consensus decision by all members of the group          
• Consultation with individuals in the group

Question 6) What is the most appropriate strategy for a leader when there is a decision that involves a conflict among the interests of different stakeholders?

• Help the weaker party get what it needs  
• Suggest an equal division of the benefits
• Help the parties find an integrative solution         
• Play the stakeholders off against each other

Question 7) One of the major determinants of how and why an individual initiates and sustains certain behaviors is based on

• cause and effect      
• action and reaction 
• sensation and perception  
• process and governance

Question 8) Perception based on what someone can see, hear, smell, and so forth is called

• psychological perception   
• physiological perception    
• isometric perception
• cultural and environmental perceptions

Question 9) Perception based on interactions among broad socio cultural factors is called

• psychological perception   
• physiological perception    
• isometric perception
• cultural and environmental perceptions

Question 10) The theory that leads managers to believe that all employees are inherently lazy, lacking desire and ambition is

• Theory A
• Theory X       
• Theory Y       
• Theory Z

Question 11) The theory that leads managers to more reality testing around tasks, time, pressures, and so forth, is known as

• Theory A       
• Theory X       
• Theory Y       
• Theory Z

Question 12) The idea of a hierarchy of needs that includes physiological, security, social, self-esteem, and self-actualization needs was formulated by:

• Maslow         
• Mintzberg     
• Blanchard     
• Herzberg

Question 13) What pace and sequencing of desired changes has received research support?

• Rapid introduction of changes throughout the organization.      
• Rapid introduction of changes to different parts of the organization.    
• Gradual introduction of change throughout the organization.     
• Gradual introduction of change to different parts of the organization.

Question 14) Which is most likely to be effective for implementing major change?

• Make followers feel responsible for failure of the old strategy.  
• Provide opportunities to experience early success in implementing change. 
• Emphasize the obstacles so followers will not become complacent.   
• Maintain control over sensitive information about new problems.

Question 15) Which action would be considered a guideline for implementing change?

• Resist making dramatic, symbolic changes that affect work.    
• Build a broad coalition to support the change.    
• Avoid conveying urgency regarding the need for change.         
• Implement change rapidly across the organization.

Question 16) The levels of organization change include

• cultural layer 
• value layer    
• architecture layer     
• substructure layer

Question 17) The physical/technical layer is:

• less concrete and harder to change.        
• more concrete and easier to change.       
• less concrete and easier to change.         
• more concrete and harder to change.

Question 18) Organizational culture is best described as

• the organization’s espoused values and objectives       
• member perception of the primary mission of the organization
• basic values and beliefs shared by members of the organization        
• member loyalty and commitment to the organization

Question 19) Which approach to influence culture would be classified as a direct action by a leader?

• Design of management systems and programs 
• Criteria for rewards and personnel decisions     
• Reaction to crises   
• Design of structure and facilities

Question 20) Which two kinds of power have been found to be related most strongly to leader effectiveness in motivating subordinates?

• Expert and referent power 
• Reward and referent power
• Expert and legitimate power          
• Reward and expert power

Question 21) Control over information is likely to give a manager power over

• subordinates
• subordinates and peers     
• peers and superiors
• peers, superiors, and subordinates

Question 22) The status and influence accorded an emergent leader depends primarily on

• the leader’s social popularity among the members        
• the leader’s control over rewards desired by group members  
• the leader’s seniority among group members     
• the leader’s demonstrated competence and loyalty

Question 23) Referent power is most likely to result in which type of influence process?

• Internalization
• Personal identification        
• Instrumental compliance     
• Collective identification

Question 24) What statement about influence objectives is most accurate?

• Attempts to change the way the work is done occur most often with peers.    
• Attempts to get a person to do a task better or faster occur most often with subordinates.  
• Attempts to obtain resources and political support occur most often with peers.       
• Attempts to obtain personal benefits occur most often with subordinates.

Question 25) Which influence tactic would most likely be used laterally as compared to downward?

• Personal appeals    
• Inspirational appeals
• Pressure      
• Rational persuasion

Question 26) Resistance by a subordinate to a change proposed by the boss is best viewed as

• a deviant reaction by someone preoccupied with self-interest  
• a situation that requires the use of power to overcome resistance       
• a source of energy that can be redirected to improve change  
• an indication of systems dynamics that will nullify any change

Question 27) What is the best way for a CEO to deal with managers in key positions who continue to resist a major change?

• Try to isolate them and work around them.
• Replace them with people who will support the change.
• Ignore them and hope they will come to see why the change was necessary. 
• Keep increasing the pressure on them to support the change.

Question 28) At which stage of growth is it usually most difficult to change an organization’s culture?

• New organization    
• Mature organization
• Developing organization    
• Declining organization

Question 29) Lewin’s three-step change framework consists of these phases

• awakening, moving, reawakening 
• engaging, disengaging, reengaging         
• unfreezing, awakening, freezing    
• unfreezing, moving, refreezing

Question 30) For those individuals with lower levels of organizational security, the impact of change has been equated to a process similar to

• rebirth
• bereavement
• euphoria       
• epiphany